Table of Contents
Introduction…………………………………………………………………….…………….….. 1
Evaluation ………………………………………………………………………………….…….. 1
Leadership Commitment……………………..................................................2
Return on Investment…..……………………..................................................2
Assessment……………………......................................................................3
Branding ...............................................................................................4
Conclusion ............................................................................................4
Bibliography…...…………………………………………...…………………….......……...4
Introduction
Cultural diversity is one of the things that are hard to avoid. In any business, religious,
networking, and education setting, one interacts with people from different cultural backgrounds.
Despite this knowledge, one sometimes themselves in an awkward situation, not knowing how to react
or proceed. The understanding and application of Cultural intelligence is important to learn.
Unfortunately, despite this people often find themselves in situations that may hinder their ability to
present the gospel, as they are not familiar with the Knowledge of the cultures in which they are
presenting. This lack of cultural knowledge often leads to misunderstandings. David Livermore provides
his readers with ways to develop intercultural skills while at the same time providing a set of guidelines
that govern the interactions of people working with and relating to people with people from diverse
cultures.
Evaluation
In Leading with Cultural Intelligence, Livermore discusses CQ drive, CQ knowledge, CQ strategy,
and CQ action. These four key components are used to equip people with the necessary tools and
provide the best practices for those looking to increase their cultural intelligence. Livermore makes the
book personal and grabs the attention of the reader by including personal stories, which based on his
experience help the reader increase their Cultural intelligence.
This book explores how leaders in various situations and cultural exchanges, manage, engage,
and help better equip them regardless of their vocation. I highly recommend this book to all those who
are looking to enhance their skills and knowledge, whether it be within the church settings or within
corporate. David Livermore states “Cultural intelligence is an important skill set for anyone living and
working in the twenty-first-century world but it’s essential for leaders in order to lead.”1
1 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, Second Edition. (American
Management Association, 2015)
Leadership Commitment
The commitment from the organization's leaders must be a high priority. When viewed through
the lens of corporate America Change in most organizations is initiated from the top. This top-down
approach is necessary if one intends to change the culture of the company, as the culture of the
organization is formed at hierarchy and then flows downward. As we look towards ministry The level of
cultural intelligence the senior leaders have within the church body dictates how successful the church
will be in drawing and maintaining a diverse congregation. As Livermore stated, “The level of CQ among
senior leaders is the most consistent variable linked to whether or not an organization functions in the
world with a track record of dignity, respect, and social responsibility.”2 The level of commitment
required, especially among senior leadership when it comes to Cultural Intelligence must be interwoven
into the fabric of the church and transcends from this is what we do to; this is who we are. Therefore, it
is a requirement that Senior leaders “prioritize cultural intelligence in order to see it become a guiding
characteristic and modus operandi “3
Return on Investment
When looking at cultural intelligence, it is important to understand the principle of Return on
Investment. Often within the church setting we implement programs that vary in resources used and
monies spent, without giving an in-depth thought of how Leaders will manage the cultural aspect of the
project. This misunderstanding/miscommunication regarding cultural intelligence affects leaders and the
growth of ministerial programs according to Livermore “Leaders don’t become culturally intelligent;
they’ll be managed by the cultures where they work rather than leading by their guiding values and
objectives.”4 This is why as a whole, church leadership must also be on board to adhere to understanding
2 ibid.
3 ibid.
4 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, Second Edition. (American
Management Association, 2015),
cultural intelligence this is why according to Livermore “Creativity and innovation are seen as essential
strengths needed by those put in global leadership positions.”5As leaders work to implement programs,
missions, and various ministerial opportunities and investments are made in developing the cultural
intelligence of our church congregation especially those within the leadership of our auxiliaries, the
return will easily come back to us in the form of trust and reputation” 6more importantly the seeds of
the gospel will be planted within the fertile grounds of the hearts of those that listen. To achieve this, it
is important that we as a church conduct assessment, as a form of measurement, as the old saying goes,
you are what you measure7
Assessment
When working with people, from diverse cultures it is required that the individual as well as
ministerial teams, have a strategy for how to interact with various cultures. We must plan how that
interaction will take place and how this interaction is to be led. Also, what things should be taken into
consideration what some be aware of, and things to expect. The strategies should also include a plan for
an ongoing assessment. Every organization conducts some sort of assessment; whether to be used as a
way to assess the productivity of a particular bank department, or NGO organization, Assessments are
nothing to fear but are a useful tool any organization can use in efforts to improve processes, as
Livermore stated the “assessment is not something to be feared or resisted. Instead, it allows a reality
check to see where the team is against a benchmark of where you want it to be.”8 In order to conduct
the assessment we must first begin by conducting an audit of the church ministerial departments this
audit will include a qualitative assessment of the cultural intelligence of the various ministries. As well as
a study of the effectiveness of communication among its participant
5 ibid.
6 ibid.
7 ibid.
8 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, Second Edition. (American
Management Association, 2015)
Branding
Although branding could be a touchy subject; However, when viewed within the reference
frames of the church, we have to state and adhere to what our overall mission is. As a church we have to
be mindful of what we are known for, what is our reputation? We are to have a reputation as those who
are devoted to the mission given by Christ. According to Livermore, it is important that we “develop a
reputation for being a twenty-first-century organization that reflects cultural intelligence in your people,
products, marketing, and service. Make it part of your core values and include it as part of your brand
statement.”9 While the church is much older than the 21st century we must reflect on who we are and
who has sent us. Our core value is that of love through Jesus Christ.
Conclusion
Livermore’s book is an excellent guide. It helps its readers increase cultural intelligence.
As Christians, we are to engage people from diverse cultures, in a way that is effective and loving. In
being loving we are to be sensitive and adapt to different cultures in our evangelism duties. As we move
forward our purpose, according to the great commission, is to get and be effective witnesses for God.
Being effective starts with the way we communicate both verbally and nonverbal.
Bibliography
David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, Second Edition.
(American Management Association, 2015),
9 ibid.
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