Marco Blankenburgh: 0:00

starting with the question who am I as a cultural human being? That's where that question came from. It's like, yes, I might carry a dutch passport, but I am so much more and doing doing justice to that, respecting that, teaching people to have those deeper conversations resulting in that deeper connecting. And that's where this idea of self-culture was born.

Shelley Reinhart: 0:35

Welcome to the Unlocking Cultural Agility podcast, where we hear from some of the most advanced intercultural practitioners from around the world to help you become more culturally agile in today's complex environments. I'm your host, Shelley Reinhart, Global Network Liaison of KnowledgeWorks, where every day I work with our practitioners to help individuals and companies achieve relational success in that same complex world. This is the second two episodes exploring the three colors of worldview. In the last episode we introduced the three cultural worldview drivers and if you haven't listened to it, I highly recommend you do before listening to this episode, because we covered a lot. In this episode. We're going to see how understanding those three worldview drivers can be applied to better engage our culturally complex world. Join us. Okay, so this has been great. So we've kind of covered the three worldviews in detail. So you created an assessment. The three worldviews have been put out into the world. How did they appeal? Did they appeal to the market? To the market.

Marco Blankenburgh: 2:02

Everybody who gets exposed to them loves it, but we still, I would say from a sales point of view, it's growing, but it's also a matter of you need to have a reference point. So I was talking to one of our practitioners in South Africa about this and he was also saying you know, the stuff that people in organizations understand is things like high performing teams and leadership excellence and creating resonant cultures on teams. They understand all of that and what we often need to do is connect to those frames of reference that already exist. And, for instance, next week I'm with a team in Bangkok and we started with. The request was we need a team that can navigate significant complexity across nine countries in Asia with thousands and thousands of staff, and we want to create a leadership culture that is better equipped to do that. And initially we started with a frame of reference they understood, which was the world of psychology. So we use we use the psychological angle to start that conversation and the more we talked with 14 nationalities in the room, I decided to say, yeah, but in my country, or the way I was raised, it doesn't work that way. So now next week, when we come together, we're going to open up the three, the three colors of worldview.

Marco Blankenburgh: 3:40

So sometimes if people have gone through the pain, so to speak, it's an easy sell. They always say, oh man, I'll get it Like. I still remember I sat down with a gentleman who's now one of our practitioners and he was in the world of media, international media relations, how international press sometimes writes things that either countries or regions are cringing about, especially if shame comes into the equation. And then how do you handle those situations? So the first time I spoke to him he started to share some of the stories and some of the projects he was working on, some of the projects he was working on. And I said to him Nick, would you mind if I just take a moment to explain a framework we use to try and make sense of the stories you just shared of international relations and international communication?

Shelley Reinhart: 4:36

I put the three colors of worldview on the table and he was quiet.

Marco Blankenburgh: 4:41

So I looked at him and I said, nick, what do you think I? So I looked him at him and I said nick, what do you think? He said, man, this totally explains all the major clashes that we've had to deal with international relations. And he said I need to start incorporating this into me, into how I operate as a leader and into my team, which he did, and for him it just like inside yes, so you find that that often happens.

Shelley Reinhart: 5:12

When you felt it, when you've seen the pain points, when you've seen it fall apart on the team level or on a relational level, then you're like, oh, people get it, yeah yeah yeah, and I love how you brought out the two spotlights. I mean, knowledge works is passionate about two spotlights, that. Can you talk about that for just just one second, since you just yeah look, we've had the privilege of developing tools in the intercultural space.

Marco Blankenburgh: 5:39

Answering that question who am I as a cultural human being?

Marco Blankenburgh: 5:43

But of course you know we are not just cultural human beings, we are psychological human beings and we always joke that.

Marco Blankenburgh: 5:51

You know, psychologists so far have claimed the right to explain human behavior exclusively through the lens of psychology, and they have such beautiful things to contribute.

Marco Blankenburgh: 6:03

I'm certified on several psychometric tools and I love it, and you are as well, Shelly. But at the same time we are cultural human beings and those two spotlights are both super important and in our work, very pragmatically, the example I just gave some clients just don't have a frame of reference for me telling them oh, listening to your story about your organizational culture or the way you engage with your clients, you've got an intercultural agility problem. And they say what? There's no frame of reference for it. And then to have the freedom to then bring that psychological perspective in and use that as an entry point, then that is, you know, in their case, a much better way to start. And I love the fact that those two spotlights are are both equally important and sometimes the one is an entry point and sometimes the other is an entry point so why the move from sort of identifying or starting a cultural discussion from ethnicity and race and passport country to more of a personal culture, a self-culture?

Shelley Reinhart: 7:21

how did you get that place?

Marco Blankenburgh: 7:24

yeah, that was, um, that was a big decision for us. Um, a bit of a almost a risky decision because, as I I recalled the early days of knowledge works, 2001, 2002 a lot, a lot of the books we got was oh, you're german, you want to go and negotiate in sri lanka? Here's a few pages of tips and tricks, and that was the normal thing. Oh, you're relocating to Japan, here's the things you need to know about living in Japan and working with Japanese, et cetera.

Marco Blankenburgh: 7:56

And we were looking at you know where is the world going to go in the next 10, 20 years? Oh, yeah, we felt the world was going to become much more interconnected. So the world is flat was already out in those days and we realized that, looking at it from a Dubai perspective, this was just going to accelerate. Now there's been, of course, ups and downs. There's been a global economic crisis and then COVID, but actually all the crises we've had as humanity made us even more interconnected, made us work more across cultures, across boundaries, and COVID even accelerated that by us being allowed to continue to live in the same place but work all around the world, and our team is a great example of that.

Marco Blankenburgh: 8:50

Our team is, like you know, across 20 plus time zones sometimes in one week and as a result of that we said okay, if the world is going in that direction, then only looking at culture through the lens of nationality large ethnic clusters and also when we look at the north american way of of looking at it through the lens of race, with five main racial groups, so to speak, that those three ways of looking at it they're not a good starting point of connecting, let me put it that way. So they're important, but they only become meaningful and helpful in the context of relationship. So we said let's see if we can come up with a different way.

Marco Blankenburgh: 9:42

And that's where this idea of personal culture, or self-culture, or starting with the question, who am I as a cultural human being? That's where that question came from. It's like, yes, I might carry a Dutch passport, but I am so much more and doing justice to that, respecting that and teaching people to have those deeper conversations, resulting in that deeper connecting. And that's where this idea of self-culture was born. And it's not about throwing away that we don't. We have a passport that would be linked to a tribe or an ethnic group that we. It's important for us to have a racial affiliation, etc. Those things are super important but from a pragmatic work, business point of view, they're not the best places to start a conversation. So the impact of it if we talk to our practitioners around the world, they're all saying, by making that shift, we ask more, we don't make assumptions so quickly, so biases and stereotypes related to cultural things are less likely to feature.

Marco Blankenburgh: 10:54

People become more interesting actually. Yeah, my mindset towards the other person is intrigue, curiosity, yeah, curiosity. I want to to know you. I want to not just ask oh, where are you from? Oh, you carry an american passport.

Shelley Reinhart: 11:11

Okay, done with that yeah, I know, I know, I know people who have american passports.

Marco Blankenburgh: 11:16

They fit this box yeah or yeah, you can do that with everything, yeah so, yeah, we, we find time and again that, uh, that people as a result of that, they uh, they go deeper much faster in the relationship. And that's. I come from a business family, sorry to say, but it's actually good for business. Yeah, it works wonders in sales if you really respect your client and show that you care and that you're interested in who they are and where they come from and what is important for them.

Shelley Reinhart: 11:57

So it just makes sense to go in that direction. Question that we ask on our practitioner journey, which is what changes if I view the person standing in front of me as a unique, culturally wired human being, which is in the way I interact with them and see them and and all the, all the things. What changes that? I love the conversations that result, People, really everything can change. There's no more stereotypes. I have to ask good questions.

Marco Blankenburgh: 12:34

Yeah, and also it opens up the door. Let's say you're on a team and you start to really approach your teammates that way, it creates space for each team member to bring sort of their cultural self into the mix. Yeah, because people start. Yeah, people start asking so how do you see authority? How do you, how do you see reward or recognition? Or if, if you, if you mess up, how do you want to be approached? Is promotion even important for you and how is that seen in when you were, how you were raised? And is promotion up or is it sideways or is it? Yeah, there's a thousand of thousands of questions you can start asking and you're not just assuming that everybody does it in the same way. So, yeah, even on a team, that's creating space for everybody's cultural worldview. It really opens up a door for very rich conversation and culture creation and that's ultimately what we're after what we're after.

Shelley Reinhart: 13:38

Culture creation, yes, um, what is the three colors of worldview? Not, how should it not be used, because there's a couple ways that we do not want it to be used. What are they? Yeah, yeah.

Marco Blankenburgh: 13:54

So, first and foremost, it's not a personality tool, so um, it will change.

Marco Blankenburgh: 14:01

So it's more a sociometric tool or a cultural metric tool, although that's not a word in Oxford or Webster dictionaries yet it will be if we have anything to do with it yes, yeah, so you need to look at it as a moment in time where you answered those questions because of where you were at that time, your job, your role, the team dynamics, the organization you might be part of, the company you work for, etc.

Marco Blankenburgh: 14:34

And we assume that the Three Colors of Wealth your report, for instance that you get. That's a starting point of discovering today. My preference seems to be here, but the main focus of what we try to do with people is create intercultural agility, meaning stretching into spaces that might not come natural to you. Yes, so our goal is for people to become culturally agile and stretch, know, step into other people's spaces who are culturally wired in a very different way. So the assumption is the next time you do it, let's say half a year or a year later, it probably is going to look different yes so, yeah, don't treat it as a psychometric tool.

Marco Blankenburgh: 15:20

It's not a personality tool. It it is very situational. We're expecting people's preferences to shift over time.

Shelley Reinhart: 15:29

And the goal is not to have like perfectly, you know, like equal of all. No, yeah, that's not like what you're aiming, yeah yeah.

Marco Blankenburgh: 15:40

So a preference point doesn't indicate. So let's say I have a really strong ig preference or a really strong hs preference. On a shame preference, it doesn't tell me how easy it is for me to stretch into other cultural worldview drivers right so I might.

Marco Blankenburgh: 16:00

I might have a strong or a shame driver, but it's not difficult for me at all to step into a power fear situation, for instance. Yes or a flip side might be true I might have that strong driver and it's super hard for me. So it doesn't the report or the the way the assessment was built. It doesn't tell me how culturally agile I am, therefore having perfect balance, for instance, or being closer to the middle as opposed to the outer rim. That's not the goal. Our goal is not to necessarily say, oh, your dot is on the outside rim. Oh, okay, yeah, we need to do some work on you.

Shelley Reinhart: 16:40

Um, it's like you know how far can you stretch, and if you're comfortable with stretching quite far, then that's great and eventually it doesn't measure how far you can stretch, it just measures I am, who I am, where I start, where I where I begin yeah, that's an important distinction.

Marco Blankenburgh: 17:01

Yeah, let's put it this way knowledge works is not clever enough yet to measure how culturally agile am I. Maybe in the near, in the near future, we can find with ai, for instance yeah never know to tease that out, but that's difficult actually yeah, yeah, no, yeah, that's helpful.

Shelley Reinhart: 17:22

And what about how it shouldn't be used to diagnose, or you know, different parts of the world, like this part of the world is all power fear. How explain that to me?

Marco Blankenburgh: 17:35

because yeah, very tempting to do that we have tens of thousands of profiles on our database and we could potentially do that, yes, so, um, we purposely decided to not do that, because our goal is not to paint the world with the three colors of worldview. Uh, our goal is is that people learn to detect those three colors of worldview? Our goal is that people learn to detect those three colors of worldview, the worldview drivers in the moment with their teammates, with their clients, with their neighbors, etc.

Marco Blankenburgh: 18:10

And as soon as we start saying, oh, this part of the world is more this, and this part of the world is more this, we actually walk away from our conviction that every person is uniquely wired, cultural, human being right and as soon as, as soon as I say all of korea is like this, not south korea, and all of china is like this and all of brazil is this, then I have automatically.

Marco Blankenburgh: 18:37

I don't have to start asking all those questions anymore or my journey of discovery can stop, because you've given me the answer already. So that's why we zealously protect our data to never be used to create that world map where those are pain, yeah.

Shelley Reinhart: 18:58

Yes, okay, that's very helpful and challenging. The first thing when I introduced this, people want to say, oh well, this country is honor shame, right.

Marco Blankenburgh: 19:08

Yeah.

Shelley Reinhart: 19:09

There can be patterns, but we cannot say yes, all the people, this country, everything about it is honor, shame or whatever.

Marco Blankenburgh: 19:20

If it stops me from exploring, being curious, being a cultural learner with the person in front of me then, we are doing ourselves a disfavor. We're actually not developing intercultural agility anymore. And it's very tempting, like you said, because it's easy way out.

Shelley Reinhart: 19:41

We all love the easy way out, yep.

Marco Blankenburgh: 19:44

Shortcuts in the brain Yep. But we want to go do the hard work because we know how incredibly enriching it is.

Shelley Reinhart: 19:54

Yeah, that's good. How does understanding the three colors of worldview help me read people faster? How does it help me in the moment? Just can you give me.

Marco Blankenburgh: 20:09

Yeah, it's um, it's listening for the way they engage in the conversation, the way they answer questions. In some cases, it's even the way they address you. So is there a perceived authority difference? Is there? Is there a sense of being peers? Is age having an impact? Is gender having an impact? Are there other people in the conversation that then result in certain people answering and other people not answering?

Marco Blankenburgh: 20:48

and you start you know what to look for. So I'm just, you know, giving a few examples. I could probably give a few hundred examples of small things that you start looking for in a conversation or in a meeting, and that's where knowing the three colors of worldview immediately gives you those clues. So if you're meeting, I'll give you an example.

Marco Blankenburgh: 21:11

We were with a client and the lady who organized my work with them, she, she took me up in the elevator. Oh, I've got a problem. We've got a client from from china, and instead of coming with four, they send a whole delegation of 11 people. And I'm scrambling to find a big enough room so that we can reciprocate and also send some additional senior people into the meeting, because the Chinese delegation has grown from four to 11 now. And it's a classic example of honor-shame way of thinking about delegations and negotiating and the beginning of partnership development. So she was wise enough saying we have to reciprocate, I have to pull some of our seniors into the meeting because we're also serious about this relationship, but then finding a big enough room, a little side problem that she had.

Marco Blankenburgh: 22:12

So when you listen to those conversations you immediately recognize oh, this is an honor shame dilemma and she's right, she has to reciprocate and make sure that you know that they meet that delegation in a perceived, honorable way. Um, so yeah, once you know them, uh, in the beginning maybe you you remember four or five touch points or things to look for, but then over time you start your repertoire sort of grows and say oh yeah that's you know a bit more, more hierarchical statement that he or she is making, or oh interesting why.

Marco Blankenburgh: 22:51

Why are they calling me sir, or you know? Why are they deferring, oh, that to somebody else? Looks like that.

Marco Blankenburgh: 22:59

Somebody else is maybe in a higher authority in their organization okay hierarchy is important, or maybe they don't want to speak in front of their boss, where honor might be important. So when I asked them a question, all of a sudden I discovered the boss answers um, don't be surprised by that, that's typically. You know, there's a an honor mechanism. There would be shameful for for the employee to actually answer on behalf of their boss. So all these little clues you start to pick up on them, and that is a lot of fun, but also super helpful, because then you can adjust your own behavior to then flow into what's trying to happen.

Shelley Reinhart: 23:45

And in that way, by looking for these clues, by staying curious and open and focused on what's happening around me, with these interactions, I'm building relational bridges. Is that absolutely? I'm using that to build these bridges.

Marco Blankenburgh: 24:05

Yeah, and seen, you've seen that happen with 3c home attention, three colors and that happens all the time, and we do that in sales, we do that in long-term client relations building. But even when you fill up your car, you can use that.

Marco Blankenburgh: 24:23

So yeah if, if you see a situation where hierarchy might be used in a negative way so the, the people who serve you at the petrol station, the people who serve you at the petrol station, maybe there is a culture on that team where they are the lowest on the packing order and they are treated accordingly, they're spoken to accordingly, and you then realize that, and then, if, if you then treat them in a different way, then all of a sudden you see the light in their eyes and yeah, yeah, next, the next time they are going to recognize you.

Shelley Reinhart: 25:01

So, so you can see what's happening and you can then also, in a wise way, you can, sort of be counterculture in in those situations yes, but also, you know, I've seen many times in the United States is when we so you know I was raised in a very innocence, guilt worldview and when I was confronted with, say, an honor, shame, practice of, of honoring age or authority, or you know I'd be, it'd be like, ok, they'd be like, oh, you know, you know, ma'am, sir, oh no, you know, you know, ma'am, you know, sir, oh no, no, don't call me ma'am or sir. Like we're, we're equal, we're the same. Like, just call me by my first name, shelly. Like we always want to put each other on that equality level. Like we're all the same. Take a strip all of that away. That's where at least I grew up, in a way that stripping that away, we were much more comfortable. Like, we're all comfortable when there's no hierarchy, there's no levels of power.

Shelley Reinhart: 26:02

We're all equal yeah but would you say that that's? That's not necessarily honoring of the other, no, it's actually a shame, a shaming mechanism in the end.

Marco Blankenburgh: 26:14

not unintentional maybe, because, um, but also it's actually a shaming mechanism in the end. Not unintentional maybe, but also, to be honest, it's a bit condescending because it assumes that your way is better than the other person's way, and I had to just let go of that because I'm also. I was raised with a very egalitarian focus and I had to recognize that it was important for people to call me sir, for instance. Even on our team, that still happens.

Marco Blankenburgh: 26:55

Yeah, it does and and I even have started like, we have a gardener, for instance, who is a fantastic man, um, really knowledgeable about plants, and I purposefully call him sir because I want him to know that that he's and in his culture he's the supervisor and he works for the government and he has a team of 20 under him and I recognize that he's a very knowledgeable man. He's self-taught and we always call him when we have advice that we need to ask about our garden, but he actually really appreciates it when I call him.

Marco Blankenburgh: 27:37

So I advice that we need to ask about our garden, but he actually really appreciates it when I call him so I don't have to do that, but for him it's important and that's why I I just changed the way I address him instead of by his first name.

Shelley Reinhart: 27:49

He calls you mark. No, you're saying it matters more to him if you speak to him using sir. It's interesting and that was challenging for me because it was very uncomfortable. Yeah to to not feel equal with others, but intercultural agility would say no, I need to pay attention, I need to be curious. It's okay to be uncomfortable if it's honoring someone else, right, it's recognizing their worldview and what they need and how they see the world. Mine doesn't always have to be the one at the forefront and we, we, we do.

Marco Blankenburgh: 28:37

we see the same in working with leadership teams, for instance. So it was beautiful. Actually, two weeks ago I was in Germany and it was a classical, fantastic lady was in charge of the of the team and classical situation. So I I went to her and I explained you know, I really appreciate that you, um, are willing to let me go to go join your team for a little bit, but also, I'm just a visitor, I want to serve your team well and I want to do that recognizing that you have a vision for this team. So I said to her I come from a context where recognizing the leader of the team is actually very important in allowing the leader to frame what we're trying to accomplish together and I want to work with you so that you can accomplish your goals.

Marco Blankenburgh: 29:38

Oh, she said oh, wow, thank you for saying that. So, in other words, can you start the day, frame it, hand it over to me, and then at the end of the day, I gave sort of the reins back to her and then we talked about how she could consolidate the day and really paint the picture of how the team would then move forward under her leadership, and she was so chuffed by me doing that, wow, and culturally she was not used to that at all, but it really was. Uh, yeah, it was refreshing for her in a positive way that I took a sort of a ritual that comes from more from an honor, shame or from a power, fear, context, and and she really appreciated it and uh it's.

Marco Blankenburgh: 30:26

It's learning to be playful with those three colors and then seeing if if you could be a little bit more countercultural sometimes, but also then using it to to create that in. In this case, it created healthier dynamics and a really positive relationship ah, so good, marco, that's so good, thank you.

Shelley Reinhart: 30:50

Last question, I think so. How are we using the three colors at knowledge works and, kind of, what are we doing with it now and what's the trajectory? For the three colors? Yeah, where do you see this? Wow?

Marco Blankenburgh: 31:07

Yeah, there's so many. Yeah, there's a lot of application areas. Yeah, the foundational application is really awareness building, right, and then the beginnings of how do I stretch. So, based on what I've now learned about my worldview, drivers and my preferences, what do I do with this? So we never did. The reports are designed to not just be awareness building. They're really designed to grow your intercultural agility. So a lot of the material in the reports is focused on how do I stretch, how do I recognize the behavior of somebody who's different from me and how do I stretch into their space.

Shelley Reinhart: 31:50

I appreciate that.

Marco Blankenburgh: 31:51

Yeah, yeah, so typically that's where it starts. Yeah, so typically that's where it starts. But then once people take that on board, they start to say OKogan or Berkman or some of these other tools. Then they want to know how does culture and my psychological self, how do they talk to each other? And that's fascinating and I do a lot of that with leaders and that's very enriching. It's, like you know, turning on everything into three three-dimensional. So that's another extra step that we take, bringing three colors of worldview together with the psychological wiring and behavioral preferences.

Marco Blankenburgh: 32:49

And the other way that that then we use the tool is is a number of application areas. So I sort of alluded to it earlier on. It's beautiful to use in sales. So how do I connect with customers? And especially when you're in international cities or international companies or when you work virtually in sales, the likelihood that you have different worldview drivers that play in those sales conversations is very high. How do I yeah, so out goes this.

Marco Blankenburgh: 33:24

The sales script goes out the door at the window, welcome, welcome to intercultural agility.

Marco Blankenburgh: 33:31

How do I listen for those worldview drivers and the way the client speaks and how they quantify their requests or their needs, and how do I come alongside them and I love that part because it fits very well with the sales philosophy that's very close to my heart and that's trust-based selling, based selling, so very relational way of selling, coming alongside the customer, into their world and understanding their world. So three colors of worldview fits in very, very nicely with that. Another area we we just joined a in partnership with a communications firm and in the world of communication there's such a need for a deeper three colors of worldview understanding. So shaping your, your comms strategy and your comms messages. We actually have a podcast with nick labuschain who works for a very big one of the top three comms firms in the world public relation firms and they do a lot of work in in that space where you can't just write one message for the whole world and think that everybody will be happy about it oh, so true, so true so, yeah, that's another application area.

Marco Blankenburgh: 34:52

Um an area that I'm passionate about is using it in coaching.

Shelley Reinhart: 34:56

Yes.

Marco Blankenburgh: 34:56

So when you look at the world of coaching, historically like the ICF is one of the biggest, the International Coaching Federation is one of the biggest global bodies, but it's still quite Western they're starting to recognize that coaching has to become much more of a global practice and fraternity, become much more of a global practice and fraternity. But at the same time it is very, very hard to find interculturally savvy coaches coaches who really practice intercultural agility.

Marco Blankenburgh: 35:27

So that's why we developed a certificate in intercultural coaching as a specialization program for licensed, certified coaches and three colors of worldview the coaches that we have who've gone through that program. It's one of the first go-to tools that they use in coaching. So really beautiful way to help to help develop intercultural agility. Um, there are many more, but let me let me add one more that I'm really passionate about and that is?

Marco Blankenburgh: 35:57

that is to do with developing culture on leadership teams and developing culture in organizations. So we've developed a program called high performing intercultural teaming and one of the first tools we use in the high performing intercultural team journey is the three colors of worldview. So where we help the team answer the question who am I as a cultural human being at the personal level, and then we also have a really powerful group report and that group report then takes you into the building blocks of creating a high performing intercultural team. So what are those building blocks? How do we start conversations around those and how do we turn that into our own culture? So creating what we call a culture charter or a team charter.

Marco Blankenburgh: 36:51

So our individual three colors and then our three colors of worldview group report are really the gateway into developing that high performing intercultural team culture. And, um, yeah, I love that part. It's it's so practical and so rich and powerful. So, uh, I I just received another uh team charter from uh a team and they they sent me the charter in their own local language. I've been working with the team in English, the leadership team in English, but they now have taken that to the whole organization. They localized their culture charter and they just two days ago, sent me the one in their own local language. They have the English one for the more, for the global side of the organization, but they also localize it, which is you know, I love that. It's beautiful to see that.

Shelley Reinhart: 37:47

Yeah, oh, that's awesome. That's awesome. Thank you, boy. That's a lot of ways, so many ways that we can use the three colors of worldview and I love you know this has been a great conversation, broken into two podcasts. You know how the three colors of worldview began and now how it's used and how it's making its presence known in the world and being used in the world.

Shelley Reinhart: 38:15

And I want to make a plug for interculturalagilitycom, which is one of our websites, and on that website you can book a session with an intercultural intelligence practitioner and take the three colors of worldview assessment. You can take the assessment and book a session with a practitioner like myself and some of our other practitioners and they can walk you through the report, the assessment. So if that's something you're interested in, please go to interculturalagilitycom and you can do that today. And it is just a wonderful way to start to understand yourself as a unique cultural human being and I did not understand who I was as a cultural human being until the three colors of worldview. So it's been a wonderful journey, marco. Thank you so much for this conversation. And it's been a wonderful journey, marco. Thank you so much for this conversation. Is there anything else you want to add on the way out as we wrap up.

Marco Blankenburgh: 39:22

No, really, I mean, I just highly recommend people to just take the plunge and, shelly, thanks for recommending people to do the debrief, do the assessment, get a certified coach to take you through it. Just a warning Once you see it, it you can't see it. The world, your world, is going to look very different once you start seeing this in a beautiful way. It will. Yeah, so, uh, it's so, it's a big, it's addictive and I I admit that I love being addicted to developing intercultural agility.

Shelley Reinhart: 39:58

Me too. I love it, cannot go back. Thank you, marco. Thank you so much. We'll see you next time on this wonderful podcast.

Marco Blankenburgh: 40:10

Thank you, Shelley.

Shelley Reinhart: 40:13

If this interests you, if you'd like to learn more about your personal cultural worldview drivers, come on over to interculturalagilitycom. It's our website and you can learn more about the three colors of worldview assessment intelligence practitioner, who will walk you through that assessment and help you understand, kind of how those cultural worldview drivers make you tick and how they've shaped you. So it's just an exciting journey to understand how culture has shaped you. So check it out, interculturalagilitycom.

Marco Blankenburgh: 40:56

Thank you so much for joining us for this episode of the Cultural Agility Podcast. If you enjoyed today's episode, share it with someone. The best way to help us out is by leaving a review on your favorite podcast app or channel, or forward and recommend this podcast to people around you. As always, if any of the topics we discuss today intrigue you, you will find links to articles discussing them in greater depth in the podcast notes. If you would like to learn more about intercultural intelligence and how you can become more culturally agile, you can find more information and hundreds of articles at knowledgeworkscom. A special thanks to Jason Carter for composing the music on this podcast and to the whole KnowledgeWorks team for making this podcast a success. Thank you, nita Rodriguez, ara Azizbakian, rajitha Raj, and thanks to Vip and George for audio production, rosalind Raj for scheduling and Caleb Strauss for scheduling and Caleb Strauss for marketing and helping produce this podcast.