Bridging Cultures in the Field—and the Boardroom: Why Intercultural Competence Is the Next Frontier in Leadership

When people think of agriculture, they often think of land, labor, and logistics. But today’s agricultural leaders—like leaders in every modern industry—are being asked to cultivate something else: cultural competence.

This theme emerged powerfully in a recent AFA Webinar on Cultivating Success: The Role of Intercultural Competence in Modern Ag. While the conversation was framed in the context of agriculture, the lessons shared have broad implications for any sector navigating workforce diversity, generational shifts, or global collaboration.

Why This Matters Now: Ag as a Microcosm for Industry

Modern ag is already a cross-cultural landscape—language, geography, generational values, education level, and socioeconomic status all intersect in a single operation. I provided many examples and case studies for context such as situations like the one described below.

"We have multi-generational family farms hiring Gen Z interns while also relying on immigrant laborers who speak English as a second or third language."

In this context, miscommunication isn’t just an inconvenience—it’s a liability. Teams that lack intercultural awareness risk poor morale, safety issues, and missed business opportunities. The same risks apply in healthcare, education, tech, construction, and public service—sectors all grappling with increasingly complex team dynamics.

Intercultural Competence ≠ DEI Buzzwords

What made this webinar stand out was its pragmatic approach to cultural competence. It didn’t rely on jargon or identity politics. Instead, it focused on skills, mindsets, and measurable business outcomes.

A core value I drive home in every training, and this one was no exception, was that idea that, “We’re not saying change your values—we’re saying add tools to your leadership toolbox to change your perspective and increase your understanding.”

The emphasis was on curiosity before criticism, awareness before assumption, and data over defensiveness—strategies that apply whether you’re managing a dairy farm or leading a state agency.

This case study illustrates how intercultural competence turned a struggling international agriculture partnership into a high-impact success. By aligning innovation with local practices, farmers in Africa achieved 3–5x higher yields—proving that leadership rooted in cultural awareness delivers real results.

Three Key Insights Every Leader Should Consider

1. Curiosity is a Leadership Skill. “Seek to understand before you seek to be right.” This quote from a participant stuck is such a beautiful reflection because it underscores the key concept that intercultural competence starts with mindset. Leaders who ask thoughtful questions and approach differences with curiosity foster more adaptable, innovative teams.

2. The ROI Is Real. I shared multiple case studies—including one where a U.S.-based company partnered with farming networks in Africa to introduce hybrid sorghum seeds and provide localized training. Initially, the effort faced pushback due to misalignment with regional agricultural traditions. However, by leveraging intercultural competence and local expertise, the team rebuilt trust and adapted its approach.

The result? Farmers achieved 3–5 times higher yields, and the partnership shifted from transactional to transformational—demonstrating that investing in cultural understanding isn’t just the “right” thing to do; it’s a strategy that directly impacts productivity, profitability, and sustainability.

3. You Can’t Google Cultural Competence. Leaders often want a checklist or a “quick fix,” but building intercultural skill sets requires more than a one-off training. Tools like the Intercultural Development Inventory (IDI) offer a proven framework for measuring growth over time—giving teams a shared language and leadership a concrete path forward.

Beyond Agriculture: A Universal Challenge

While agriculture is a compelling case study, the challenges discussed mirror those seen in corporate boardrooms, classrooms, hospital teams, and city councils.

If your workforce includes people from different life experiences (and it does), then cultural competence isn’t a “nice to have”—it’s a leadership imperative.

Start the Conversation

If you're wondering where to begin, consider asking your team:

• Are we operating with shared assumptions or shared understanding?

• Do our policies reflect the lived realities of our people?

• Are we equipping our leaders to engage across cultural lines—or just hoping they figure it out?

  
  

Whether you're running a cooperative, a consulting firm, or a community program, developing intercultural competence will make your leadership more resilient, relevant, and results-driven.

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🔗 Want to take the next step? Explore how the Intercultural Development Inventory (IDI) can support your organization. Learn more here or schedule a consultation with Sarah Wolters Co.

📽️ Watch the full webinar replay and access the key takeaways here.