DREIESKIVA​|Roald Kvam

Diplomacy in our interconnected world goes beyond words. It involves bridging cultural divides—national, organizational, generational—to build trust, understanding, and cooperation. Whether you’re negotiating with international partners, mentoring cross-functional teams, or coaching younger and older colleagues, cross-cultural competence is an essential leadership skill.

This article delves into three key areas of cross-cultural competence:

1. Cultural humility vs. cultural intelligence
2. Avoiding assumptions and bias
3. Adapting communication styles

Through these lenses, you’ll gain tools and mindsets to move from accidental missteps to intentional connection.

Let’s explore…

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1. Cultural humility vs. cultural intelligence

Cultural Humility: A Growth Mindset

More than just respect, cultural humility involves ongoing self-reflection, learning, and openness about your own cultural lenses. It means acknowledging that you don’t have all the answers.

Leaders who practice cultural humility recognize power dynamics and center listening. They’re humble enough to say:

• “I’m not sure I fully understand your perspective—teach me.”
• “Help me get this right.”

These leaders build relationships rooted in trust—not superiority.

Cultural Intelligence: Actionable Insight

Cultural intelligence (CQ) combines awareness, knowledge, and behavioral flexibility. It enables you to adapt in cross-cultural settings with confidence.

CQ includes:

1. CQ knowledge: Understanding cultural norms and values—like perspectives on time, hierarchy, and directness.
2. CQ awareness: Noticing your own and others’ emotional cues.
3. CQ behavior: Adapting verbal and nonverbal communication effectively.

Culturally intelligent leaders can flex skillfully—knowing when to lead, when to defer, and how to foster inclusion.

Balancing Both

• Begin in humility by listening deeply, asking questions, and recognizing your gaps.
• Build intelligence through research, training, and real-world application.
• Continue with humility, acknowledging your mistakes and inviting feedback.

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2. Avoiding assumptions and bias

Common Pitfalls

We all carry assumptions—about national cultures, organizational roles, or generational motivations. These biases can hijack diplomacy and erode effectiveness.

• National stereotypes: «Germans are rigid,» «Italians are loud».
• Organizational assumptions: «Startups are chaotic,» «Corporates are bureaucratic».
• Generational generalizations: «Boomers resist change,» «Gen Z is distracted».

Strategies to Reduce Bias

a. Awareness

Notice your snap judgments. Ask yourself:

• Are you assuming based on stereotypes?
• Is the assumption grounded in current reality?

b. Inquiry

Replace assumptions with questions:

• Instead of: “You seem late—are you disorganized?”
• Ask: “Did the timing work for you? Would you prefer a different schedule?”

c. Seek diverse views

Invite perspectives from people outside your comfort zone. Listen to their historical context, experiences, and values.

d. Validate, don’t assume

Before acting on assumptions, confirm:

• “I want to understand more—tell me what that means for you.”
• “Help me see it from your perspective.”

These shifts reduce misunderstanding and nurture trust.

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3. Adapting communication styles

Cultures differ in how they convey meaning—through tone, pacing, directness, body language, and relationship expectations. What seems clear to one person may feel rude or confusing to another.

Here are some key dimensions:

a. Direct vs. Indirect Communication

• Direct cultures (e.g., Dutch, German) value clarity, honesty—even at the cost of bluntness.
• Indirect cultures (e.g., Japanese, Latin American) prioritize harmony and might convey messages subtly.

Adaptation Tip: As a direct speaker, soften your language and invite response. As an indirect speaker, strive for clear articulation.

b. High-Context vs. Low-Context

• High-context cultures rely on shared background, nuance, and unspoken meaning.
• Low-context cultures value explicit, straightforward communication.

Adaptation Tip: When working globally, add clarity. Provide background, context, and intention. Ask for interpretation.

c. Hierarchy and Decision-Making

• Some cultures respect authority and formal procedures.
• Others empower flat teams and consensus.

Adaptation Tip: Mirror the formality expected. Clarify decision-making norms and process roles.

d. Relationship vs. Task Orientation

• Relationship-driven cultures expect time invested in rapport.
• Task-oriented cultures prioritize efficiency and immediate output.

Adaptation Tip: Mix both: begin with personal check-ins, proceed to agenda—especially in diverse settings.

e. Generational Communication Differences

• Boomers value formality and respect.
• Gen X seeks autonomy.
• Millennials appreciate collaboration and feedback.
• Gen Z values purpose, inclusivity, and digital fluency.

Adaptation Tip: Match your tone and channels—e.g., emails, Slack, face-to-face—with generational preferences. Clarify expectations and feedback style.

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Practical applications

1. Building a Culturally Diverse Team

• Begin with cultural “get-to-knows”
• Co-create norms on communication, feedback, and decision-making
• Encourage shared understanding, not just individual roles

2. Negotiating Across Borders

• In direct cultures, speak your mind with respect
• In indirect cultures, listen between the lines
• Reconfirm understanding: “If I’m hearing you right…”

3. Managing Multigenerational Teams

• Vary meeting formats and communication channels
• Include intentional check-ins: “How are we doing?”
• Encourage mentoring both ways: Boomers learn from Gen Z—and vice versa

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Tools to build competence

a. Self-Reflection

Journaling prompts:

• When did I assume someone’s motivation?
• Where did my cultural reaction help—or hurt—connection?

b. Seek Feedback

Ask colleagues:

• “How well do I communicate across cultures?”
• “Did anything feel unclear or off in our interaction?”

c. Learn and Practice

• Read about global values and communication norms
• Attend workshops (e.g., Hofstede’s cultural dimensions, CQ training)
• Model experimentation: “I’m trying a new approach—let me know how it lands.”

d. Create Cultural Norms

Establish shared “team logos” with guidelines for communication, decision-making, feedback, and relationship-building.

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Measuring progress

Look for improvements like:

• More open sharing in meetings
• Fewer miscommunications or resentments
• Faster, respectful decision-making
• Positive feedback across cultures and generations

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Diplomacy through cultural competence

Cross-cultural competence isn’t optional—it’s essential for modern leadership. It means:

• Listening humbly and reflecting often
• Questioning assumptions and inviting dialogue
• Adapting communication to person and context

By balancing cultural humility with cultural intelligence, you navigate cultural intersections with grace. You build not just functional relationships, but resilient ones—capable of thriving across difference.

In the end, diplomacy isn’t about eliminating cultural differences. It’s about treating them as sources of strength, insight, and collaboration.

“When we seek to understand others before being understood, we unlock the door to meaningful connection and mutual growth.”

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