The very ability to empathize with a user requires that I have an understanding of that user's value and needs. This is what leads to many product fails. The individuals developing the innovation don't actually use it.

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

Perspective taking is taking on the perspective of others. It's what we do anytime we buy a gift for someone else ("What would they like?"). So it means breaking the golden rule ("Treat others the way you want to be treated") and instead, acknowledges that others may not want what you want.

The better you work to find the pain point and problem facing a diversity of users, the more clearly you can DEFINE the goal when you implement the process for culturally intelligent innovation.

I do think stories are one of the best tools for communicating across any number of cultures. But I also think there are wildly successful leaders who are introverted, disciplined, lead via spreadsheets and goals, and might not "appear" to be a great leader...but in retrospect, made a massive impact.

Clashing expectations are what most consistently derail any team, and especially a culturally diverse team. So if you take the time to "define" the goal carefully upfront, you've addressed one of the most difficult and important parts of the innovative process.

Even an organization that doesn't do much work internationally will benefit from a culturally intelligent strategy to innovation. Working across different generations, business units, regions, and functions are all factors that can also influence the innovation process.