By Expert: Andrey Rogachev, investor, strategic management expert, lecturer and Professor at Synergy Business School in Dubai.
A manager makes decisions throughout the day by using various types of intelligence—managerial, social, physical, emotional, and even aesthetic. The brain’s ability to perceive the world and people through specific channels forms a kind of “intelligence heat map.” Unlike sensory organs that begin forming in the womb, different types of intelligence are shaped by genetics, environment, and experience.
In many languages, there is a saying along the lines of: “What is food to a Chinese person is a surname to a Jew.” Proverbs become folk wisdom because they convey complex truths in simple form. This one, in particular, tells us about the importance of respecting the language and culture of the people we visit. When stepping into someone else’s cultural space, we must apply cultural competence. Any foreigner may misinterpret gestures, speech, or behavior of the locals—putting the purpose of a business or tourist visit at risk.
Some people naturally understand and accept unfamiliar cultures. This ability is called cultural competence or the cultural quotient (CQ). It is closely linked to emotional intelligence and becomes especially relevant when emotional intelligence alone is not enough. For instance, a person with high emotional intelligence understands both common human traits and individual uniqueness. Cultural intelligence goes further—it helps identify which traits are universal, which are unique, and which are specific to a cultural group.
What Is Cultural Intelligence and How Is It Developed?
National identities, corporate standards, and professional traditions form a complex system of interactions. A modern leader must not only be aware of these differences but also act effectively in a culturally diverse environment by leveraging their cultural intelligence.
In one American company, while working on a project, the manager encountered a major cultural challenge: two engineers from Germany, who had just joined the team, constantly criticized proposed ideas using rather blunt wording. The manager, failing to explore the reasons behind their behavior, prematurely concluded that Germans were generally rude and aggressive.
Had he possessed cultural awareness, he might have noticed a key difference: Germans tend to separate criticism of an idea from criticism of the person, while Americans often take critique personally. Even a basic level of observation could have helped him distinguish between culturally influenced behavior and individual traits.
Clearly, the manager had some level of emotional intelligence—he was able to remain calm under criticism and adjust his communication style. But the lack of cultural competence prevented him from recognizing the deeper cultural patterns. As a result, he failed to establish effective collaboration with the German team, putting the entire project at risk.
The Concept
The term “Cultural Intelligence (CQ)” was introduced by Soon Ang, a management professor at Nanyang Technological University. While working on an international development team, she realized that cultural misunderstandings hindered the team’s performance. This experience led her to conduct deeper research. In collaboration with industrial psychology expert Christopher Earley, she developed the foundational theory of cultural intelligence: the ability to adapt and interact effectively across different cultural contexts despite existing differences.
Components of Cultural Intelligence
Motivational Component
This reflects a person’s genuine interest and willingness to interact with individuals from different cultures, even when misunderstandings arise. Adapting to a new culture means overcoming obstacles and dealing with occasional setbacks. Those who believe in themselves tend to succeed. Confidence grows as one solves difficult problems and finds their way in unfamiliar settings.
Some prefer to stay within their familiar cultural circles, while others are naturally curious and eager to engage in cross-cultural communication—driven by a fascination with diverse languages, beliefs, and worldviews.
Cognitive Component
Corporate training on traditions and taboos may not prepare someone for unpredictable cultural situations. Self-research may also fall short: some people are reluctant to discuss their customs, others simply don’t analyze them. Newcomers must develop personal learning strategies. People with high cognitive cultural competence can find effective orientation points in unfamiliar cultural environments.
For instance, I now spend a lot of time in the Middle East. When I first arrived in the UAE, I struggled with the absence of the concept of “punctuality.” My Russian-European perspective on time clashed with the local approach. For me, timelines matter. But in the Arab world, time is more flexible—much like in other southern countries such as Italy. Hot climates shape different rhythms and attitudes: people move slower and are less attached to deadlines.
Metacognitive Component
This involves strategy—planning, analyzing, reflecting, and adjusting behavior during intercultural communication. It also includes the ability to question one’s own culture and adapt to local norms when abroad.
Behavioral Component
This focuses on action—practical adaptation of speech, body language, facial expressions, and gestures based on cultural context. I always observe local non-verbal communication, posture, and emotional control. This allows me to rewire my habits and align my behavior with the new environment. For example, with southern cultures, I become more expressive; with Asian counterparts, I clasp my hands calmly.
Where Cultural Intelligence Is Applied
We live in an era of autonomy, fragmentation, and enclaves, where adaptability is a survival skill and a competitive advantage.
In late 1997, U.S.-based Merrill Lynch acquired British Mercury Asset Management. The conservative, formal culture of Mercury merged with Merrill’s dynamic, entrepreneurial, and casual working style.
Six months later, staff started wearing khakis and sweaters—part of integrating Merrill’s “casual Fridays” into British offices. This diffusion of corporate style was not only accepted but embraced.
Area #1: Negotiation and Diplomacy
Business founders often explore new regions for scaling or launching franchises. Immersing themselves in foreign cultures helps them make sound investment decisions. For instance, in Africa, locals may not care about your eco-recycling project when housing, food, and healthcare remain urgent issues. Imposing your cultural values won’t work.
Cultural traditions exist in countries—and in companies. Large corporations often have conflicting subcultures: sales teams may clash with engineers, and PR staff often struggle when dealing with legal teams.
That’s why, during negotiations, it’s crucial to activate cultural intelligence and put yourself in the other person’s shoes.
Area #2: Education
To win the trust of foreigners—whether they’re guests, employers, or colleagues—it’s not enough to understand their culture. Your actions, behavior, and manners (like how you greet someone or order food) should reflect respect for their customs and etiquette. Once you follow these rules, people open up to you.
Professor Jeffrey Sanchez-Burks from the University of Michigan found that candidates who successfully mimicked recruiters’ behavior from different cultures were more likely to get the job.
Cultural intelligence is also essential for international students, travelers pursuing self-development, or participants in business missions, expeditions, and learning journeys.
For example, I teach students at Kazan State University from Russia, Latin America, Central Asia, and the Arab world. Naturally, they process information differently. Some learn better visually with slides; others prefer writing. I allow students to choose the format that best suits them for their final project.
Area #3: Personal Life
We discover ourselves throughout life. As Pablo Picasso once said: “A person doesn’t grow old—they ripen.” This ripening continues as long as one stays open to new experiences and worlds. Cultural intelligence is a framework for spiritual development. Rigid thinking, dogmatism, and inflexibility stem from an unwillingness to change.
CQ is a compass for all types of travel—tourism, migration, volunteering, and business trips.
In both business and leisure trips, my first impression of a culture begins with a greeting at a hotel. A respectful conversation with staff often sets the tone for deeper, more authentic interactions.
Observe local habits and behavior. Italians love talking about food. At a market in Peru, you’ll learn how to choose avocados and make guacamole. In Portugal, locals are passionate about football. In Cyprus—where I recently visited—the topic of national unity dominates conversation. They are sensitive about the historical reality of “two peoples on one island.” When you understand such issues and speak their language—literally or figuratively—you close the distance. This leads to better service, access to local secrets, and genuine connection.
People with high cultural intelligence better understand context, avoid misunderstandings, build trust, and interact effectively. They are more successful in business—and in life.
To get to know more about Dr. Andrey Rogachev and his work, you can have a look on social media via the links bellow:
Instagram: @dr.a.rogachev
LinkedIn: @prof-dr-andrey-rogachev-463b1b18
And website: https://a-rogachev.com/en
