David Livermore

“Most of us tend to underestimate the degree to which we ourselves are a product of culture. It's much easier to see…

— David Livermore

Becoming a culturally intelligent innovators starts with something as basic as exercising self-control.

— David Livermore

When you jump on a city bus or roam the streets off the major thoroughfares you'll quickly learn that we have as…

— David Livermore

When you start paying attention to diversity, you notice it (and notice its absence!). And based on the culture of your upbringing…

— David Livermore

“Leaders have to learn the level of comfort individuals and cultures have with direct versus indirect orders and requests and adjust accordingly.…

— David Livermore

“Individuals who have a strong ability to empathize and relate to people in their own cultures might find the same empathetic and…

— David Livermore

“For individuals from low-context cultures, beware of ridiculing a place that just “doesn't bother” to label its roads or provide explicit instructions.…

— David Livermore

“A low-context culture is a place where little is left to assumption so things are spelled out explicitly. In contrast, high-context cultures…

— David Livermore

The most important part of aligning various expectations is to clearly describe the problem you are trying to solve and identify at…

— David Livermore

For me, the key question is what's behind the dangerous idea. If it's simply to stir things up and appear radical, I'm…

— David Livermore

Culturally intelligent leaders will not assume they know what will build trust with clients or staff. Instead, they'll discover what's most important…

— David Livermore

The two most important forms of diversity when it comes to innovation are visible diversity (typically skin color, age, gender, etc.) and…

— David Livermore

“research finds that being an extrovert is correlated to some of the dimensions of cultural intelligence. There's also a positive relationship between…

— David Livermore

“instead of translating what they're saying, she says to the Mandarin-speaking audience, “Our presenter is telling a joke right now. The polite…

— David Livermore

“Here are several strategies for enhancing communication when addressing an audience of second-language English speakers: Slow down. Slow down. Slow down. Use…

— David Livermore

“The majority of the world is collectivist, but the majority of business and leadership literature is written by and for individualists. So…

— David Livermore

The best way to improve perspective taking is to see users up close.

— David Livermore

Most people probably become more jaded the longer they work in the world of work.

— David Livermore

Developing an explicit decision-making process upfront for how you will make that decision will help alleviate conflict and gridlock when you actually…

— David Livermore

Culturally intelligent innovation begins with changing our impulse from Why can't you see it like I do? to Help me see what…

— David Livermore

“There are also three key experiences that consistently reveal a positive relationship with CQ: cross-cultural experience, educational level, and working in multicultural…

— David Livermore

The more diverse your team, the better you'll be at identifying what a diversity of users perceive as problems.

— David Livermore

There are highly innovative companies in the U.S., Germany, and India. And there are many stories of companies that failed to innovate…

— David Livermore

Given the increasing diversity among customers and employees, organizations that attend to cultural intelligence are more successful.

— David Livermore

“70 percent of international ventures continue to fail because of cultural differences.2 Simplistic approaches that teach cultural practices and taboos aren't sufficient.”

— David Livermore