Four Lessons on Cross-Cultural Communication and Democracy

Excellent blog on cultural integration…

Leadarise Journal

Today, at the U.S. Mission to the EU in Brussels, a selection of 15 lucky Leadarisers enjoyed an intimate lunchtime discussion on cross-cultural negotiation, dispute resolution and cultural bridge building with leading public diplomacy and international relations expert Akram R. Elias. Leadarise participants represented the public, political, security, hospitality and communications sectors leading to a rich and interesting discussion on the challenge of using cultural intelligence for better negotiation, societal integration and democracy. Mr Elias’s passion for the subject is infectious and we were delighted to gain insights from his deep understanding of American culture. In the diverse landscape of Europe, it is cultural intelligence that will ultimately bring us closer, but first we must understand ourselves, and our common values, in order to better relate to those around us.

Our four “take aways” from a man who knows cultural intelligence and public diplomacy like no other:


Our ability…

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If I Ran the Zoo ~ A Whimsical Look at Leadership

You're Not the Boss of Me

From February, 2012 ~ I had fun writing this, so I’m running it again in the hope that you will have fun reading or re-reading it.


When my boys were little, one my favorite things to do was to read stories to them at bedtime.  A well-loved story was Dr Seuss’ “If I Ran the Zoo”.  Basically, it is about a little boy, Gerald McGrew, who decides that the animals he sees in the Zoo are too ordinary and he begins to imagine what it might be like if he ran the Zoo instead.  I’m not sure what started me thinking about it but a whimsical mood has led me to creating my own version of “If I Ran the Zoo”.  So, with apologies to Dr Seuss, here it is:

If I ran the zoo, I’d begin with the view,

That my organization includes 

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Leadership Minute: Convictions and Assumptions

Doug Dickerson on Leadership


You must stick to your convictions, but be ready to abandon your assumptions. – Denis Waitley

As a leader your convictions will serve you well when they are clear to you. But make sure that your assumptions don’t cloud your way of thinking. Assumptions can change with circumstances and are not always accurate. Convictions are core beliefs that remain steady regardless of circumstances. Inaccurate assumptions can restrict your growth and cause you to hold onto beliefs that may not reflect current realities. Convictions give you direction and a way to move forward. While your assumptions are not always reliable your convictions give you stability. Be willing to stick to your convictions and let go of the rest.

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