Title Page -- Copyright Page -- Dedication Page -- Contents -- Foreword -- Preface -- Why this Book -- Research Basis -- How to Read this Book -- Acknowledgments -- Part I: What is CQ and why do I Need It? -- 1. You Lead across a Multicultural Terrain: Why CQ? -- From West Michigan to West Africa -- Relevance to Leaders -- Understand Diverse Customers -- Manage Diverse Teams -- Recruit and Develop Cross-Cultural Talent -- Adapt Leadership Style -- Demonstrate Respect -- Cultural Intelligence vs. Other Intercultural Approaches -- Conclusion -- 2. You Need a Map for the Journey: CQ Overview -- A Four-Dimensional Model -- CQ Drive: Showing Interest, Confidence, and Drive to Adapt Cross-Culturally -- CQ Knowledge: Understanding Cross-Cultural Issues and Differences -- CQ Strategy: Strategizing and Making Sense of Culturally Diverse Experiences -- CQ Action: Changing Verbal and Nonverbal Actions Appropriately when Interacting Cross-Culturally -- CQ is Different from EQ -- A Repertoire of Skills -- An Inside-Out Approach -- Conclusion -- Part II: How do I become More Culturally Intelligent? -- 3. Whet your Appetite: CQ Drive (Step 1) -- Be Honest with Yourself -- Examine your Confidence Level -- Eat and Socialize -- Count the Perks -- Work for the Triple Bottom Line -- Conclusion -- 4. Study the Topography: CQ Knowledge (Step 2a) -- See Culture's Role in yourself and Others -- Universal -- Cultural -- Personal -- Review the Basic Cultural Systems -- Economic Systems: Capitalist vs. Socialist -- Marriage and Family Systems: Kinship vs. Nuclear Family -- Educational Systems: Formal vs. Informal -- Legal and Political Systems: Formal Laws vs. Informal Governance -- Religious Systems: Rational vs. Mystical -- Artistic Systems: Solid vs. Fluid -- Conclusion -- 5. Dig Beneath the Terrain: CQ Knowledge (Step 2b) -- Learn the Core Cultural Values.

Event Time vs. Clock Time -- High Context vs. Low Context -- Individualism vs. Collectivism -- Low vs. High Power Distance -- Low vs. High Uncertainty Avoidance -- Understand Different Languages -- Conclusion -- 6. Turn Off the Cruise Control: CQ Strategy (Step 3) -- Become More Aware -- Self-Awareness -- Other Awareness -- Plan your Cross-Cultural Interactions -- Check to See if your Assumptions and Plans were Appropriate -- Conclusion -- 7. Run, Walk, or Jog: CQ Action (Step 4) -- Adapt your Communication -- Words -- Delivery -- Nonverbals -- Negotiate Differently -- Alter your Timing -- Adapt your Style -- Remain Flexible -- Act with Integrity -- Know when to Flex and when not to Flex -- Conclusion -- Part III: How do I Apply CQ? -- 8. See the Journey Ahead: Proof and Consequences of CQ -- Results of CQ -- Enhanced Performance -- Better Decision Making -- Flexibility -- International Expansion -- Employer of Choice -- Prevention of Burnout and Creation of Personal Satisfaction -- Predictors of CQ -- Personality Traits -- Experiences -- Ways to Develop CQ -- Conclusion -- 9. Recruit Travel Companions: Developing CQ in your Team -- Integrate CQ with your Overall Mission -- Build Commitment with Senior Leaders -- Fill the Organization with CQ Team Members -- Human Resource Personnel -- International Travelers -- Screen Candidates for CQ -- Reward Good CQ Performance -- Develop CQ Strategies -- Form CQ Structures -- Create CQ Decision-Making Systems -- Facilitate a CQ Learning Plan -- Show-and-Tell -- Divisional Training -- Personal CQ Development Plan -- Conclusion -- Appendix: Research Context -- Notes -- Index -- About the Author.