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Cultural intelligence is still a term in its infancy. It refers to being able to navigate businesses and organizations in alignment with cultural factors in a given situation to achieve results. It is more comprehensive than just doing what is acceptable in a cultural context. Rather, how can businesses and organizations achieve results in a way that is respectful of how business is conducted in that particular culture, or empower employees in a way that is effective for a particular culture and/or geography?

The CDL Cultural Intelligence programs have been used successfully by Motorola, BP, and Northwestern Memorial Hospital, among others.

The program model and content are based on a decade of research by Catherine Lee, whose work has taken her across China, India, Russia, Eastern and Western Europe, Korea, Mexico, Canada and Japan.


The cultural diversity web based training is targeted to the business arena and the health care system. It is a series of three one hour training programs which are stand-alone and focus on distinct areas of concern . The program was initially designed for Motorola and since has been tailored for BP and Northwestern Memorial Hospital. Ideally a face-to-face session follows the online training.


How do you build an organization or team that is nimble when uncertainty is the norm, not the exception? While many may answer "with your people", the gap between this belief and acting on those beliefs are miles apart.

"The winners will be those that enable their thinking-intensive employees to create more profits by putting their collective mind power to better use." Research has shown that even a few good choices can paralyze individuals and prevent them from making a decision, let alone a company or organization. Global Leadership addresses the specific behaviors and skills that consistently insure a confident following.

Processes are necessary and give a defined structure and map for reaching objectives. However, true leadership is experienced and observed through behaviors and both emotional and cultural intelligence are required in global and local business. Leadership IS in the action and built in each interaction.


Negotiating To Yes is a program that has been delivered for the past 17 years at several major Corporations including BP and Motorola, throughout Asia, South America, Europe and Canada. Participants consistently leave each session motivated to use what they learned. It breaks down the complexities of negotiation to a simple yet inclusive process and then addresses the verbal behaviors needed to effectively manage the climate and influence the other party to a negotiable best. The behaviors of your negotiator determine the outcome of your plan—yes, it is the messenger.

This course is unlike any negotiations training because it is both research and behavior based. One could understand the best in process and strategy, but if they had no understanding of the impact of their behaviors on others-they would be less effective in negotiating a long-term agreement and most importantly a long-term relationship.

It can be customized to address your clients in other countries. Catherine Lee's book, The New Rules of International Negotiations: Building Relationships, Earning Trust, And Creating Influence Around The World [Career Press, NY] supports well the session.


This program was developed to identify and practice the
structure and skills that promote effective group interaction and learning. Participants practice the skills used to generate interest, maximize participation and then manage a productive group dynamic. It addresses: facilitating a process/meeting, developing a strategic plan, and the learning process.

The program emphasizes three key skill areas:
*   Questioning Techniques for management and for content
*   Actionable Feedback
*   Active Listening


Partnering is teamwork between teams: between departments within an organization, between customers and suppliers, between parties of a joint venture.

A Partnering survey is electronically distributed to members of the relevant departments. It helps to measure the effectiveness of working relationships between or among teams. Feedback reports are prepared for each team. Based on the results of the survey, a follow-up training/consulting module provides a base for planning and/or decision-making about how to better meet mutual goals, minimize the effects of conflicting goals, and how to support each other more effectively.

•   Build solid working relationships between teams, groups or organizations
•   Eliminate or reduce costly and time consuming competition among departments
•   Minimize misunderstandings
•   Increase quality, reduce costs and improve productivity
•   Provide effective and efficient customer service
•   Increase customer retention


This highly interactive workshop explores the structure, format, and behavioral skills needed to lead and participate in cross-cultural meetings. Participants practice planning and conducting meetings and receive feedback on their individual styles and skills. The focus is on behaviors that encourage participation among all meeting members and build cooperation across cultures, most specifically with the Chinese.

The Teleconference Meeting module addresses the specific needs of multi-national and cross-cultural teleconferencing sessions. Ground rules, protocol, and specific teleconferencing skills are presented to assure clarity, understanding and group consensus. The behaviors and techniques learned increase clarity, minimize confusion and save time.

Course Objectives

•   Plan and prepare meeting objectives, agendas, and ground rules for cross-cultural and teleconference
•   Gain active group participation.
•   Keep participants focused and productive.
•   Manage a cross-cultural group of participants, both in a meeting room and during a teleconference.

Influencing Groups through Effective Presentations

This program was developed to build the skills needed to prepare and deliver effective presentations. Participants prepare, deliver, and receive feedback on two presentations. Participants learn to identify the needs and biases of their audiences, organize and structure a presentation for maximum effect, and develop effective audiovisual aids. Participants learn the behaviors associated with successful presentations, and they practice incorporating these behaviors into their own delivery. Participants become acquainted with persuasive techniques, question-fielding strategies, influencing behaviors, objection handling, and strategic planning.

Course Objectives:

•   To analyze an audience
•   To prepare a persuasive presentation
•   To deliver a presentation using the SWAY model
•   To field questions & handle objections effectively