Boosting Your Cultural Intelligence With Loren Rosario-Maldonado

Today on Career Sessions Career Lessons, host J.R. Lowry talks to Loren Rosario-Maldonado, a cultural expert with 25 years of experience. Loren, passionate about helping people connect across cultures, uses her expertise in psychology to explain the importance of cultural intelligence. She shares her journey from leading global HR teams to founding Cultura, a company focused on creating more human-centered workplaces. Through stories and examples, Loren shows how cultural intelligence can improve communication, build stronger teams, and make you a more effective leader. Join the conversation and learn how to navigate different cultures and improve your professional interactions.

Check out the full series of “Career Sessions, Career Lessons” podcasts here or visit pathwise.io/podcast/. A full written transcript of this episode is also available at https://pathwise.io/podcasts/loren-rosario-maldonado.

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Boosting Your Cultural Intelligence With Loren Rosario-Maldonado

Chief People Scientist At Cultura

In this episode, my guest is Loren Rosario-Maldonado. Loren is the Chief People Scientist at Cultura, a professional development firm that offers comprehensive training to equip their clients with skills like intercultural communication and empathy. Loren describes herself as a trained culturist who is fascinated by the way that people connect. Through many years of shaping the future of workplaces around the world, she has discovered patterns in how people think, act, and communicate, as well as the best environments for them to thrive.

She has been recognized as a thought leader who guides leaders in maximizing productivity while creating a human-centered experience within the organization she serves. Loren holds a Master of Science degree in Industrial and Organizational Psychology and is pursuing a doctorate in Cross-Cultural Psychology from California Southern University. Loren, welcome. Thanks for joining me on the show.

Thank you, J.R. Thank you so much for having me here. I’m excited.

I’m looking forward to diving into the topic of cultural intelligence. That was something I have not covered in any of the episodes to date so it’s always good to dive into something new. Tell our audience a little bit about yourself and the work you do through Cultura.

I am a rebel with a cause and I help people understand each other, whether it’s through keynotes or workshops. What I do is bring research-based practices that help people understand each other through cultural intelligence.

Trained Culturist

You describe yourself as a trained culturalist. That’s what it says on your LinkedIn profile. What do you mean by that?

I am fascinated by the way people behave and how those behaviors are shaped by their culture. I am a culturist by nature and trade. I learned how social anthropology, psychology, and sociology come together to shape the way that we not only behave but the way we choose to behave in different contexts. A culturist is using all these different geeky tools and techniques and making it simple for everyone to use all over the world.

I assume you work mainly with corporate clients in your business.

I also work with educational institutions that want to educate their students on how to use these techniques as they enter the workplace, particularly graduating seniors and juniors, as well as organizations and conferences that want to bring this topic to their participants. It’s both.

Is the focus on national culture, ethnic culture, and other forms of culture too?

All things culture. If we think about culture, it represents the way a group behaves, a group that shares similar norms, beliefs, and values the way they behave. You may have finance culture and marketing culture, as well as national culture. I like to joke that I am, all things, Apple culture. My husband is Microsoft culture. We’re bicultural in our family, even though we are both Dominican. Culture represents so many different layers behind what we do and what we prefer to do.

You were doing a bunch of different HR things before you started the company. Can you give us a brief flyby of your prior work?

I spent over 25 years in corporate. I led global HR teams across the globe. My latest role in Corporate America focused on leading HR initiatives for a global conglomerate based in Mexico, which had a presence in over 28 countries. Having that experience helped me appreciate the way all these different cultural nuances come together in the workplace like how they affect the employee experience, engagement, and performance, not just leadership but management practices.

The way we communicate and motivate our employees is not the same across different cultures, whether it be local cultures here in the US or national cultures across the globe. Each role that I held in HR added a different layer and understanding behind how these cultural nuances impact HR practices no matter the industry.

The A-Ha Moment

Was there an a-ha moment in the course of that work where you said, “I could probably make a business out of this?”

It wasn’t an a-ha related to business. It was a-ha in terms of a missing piece of the puzzle up until that point, and this was around 2017. At this point, I had been in HR leadership roles for a good thirteen years but it was the first time that I understood the reason behind all these different cultural nuances and how they impacted leaders in the workplace.

One simple example is the way we view time which is very different. You may be a leader who sees time as a quantitative measure of value. Time is money. We hear that all the time here in the States but there are other cultures whose perception of time is very fluid. It relates to fluidity and how we form relationships in that period.

All of a sudden, a leader whose perspective of time is money and leading someone whose perspective of time is fluid, which is based on relationships and connections, has to navigate those nuances. If they don’t have the right language to navigate, it could be perceived as something else. That leader may perceive this difference as someone who’s not engaged or someone who’s not competent or doesn’t have the capability to manage projects appropriately. It’s one simple example of the ways that these differences can hurt performance management.

Your example of time is you’re talking about it in my experience. There are certainly cultures. Americans are probably known for being impatient and wanting to get to decisions, actions, and all of that. You get other cultures like, “Wait, I need to get to know you first.” That gets to your point about time being measured in the depth of a relationship. It isn’t ticks of a clock. It’s how far into that relationship spectrum you have managed to get with that person. That could be 1 month, 1 year, or 10 years. That’s the part that a lot of Americans have to get used to when they sell internationally in cultures that are much more relationship-driven.

I would add to that that you don’t have to be transnational or international to experience this. It’s happening in our backyard. Before we started recording, we mentioned globalization and migration patterns. All of a sudden, you’re working with someone here in your backyard who comes from a different geographic location. These differences are impacting us in the workplace regardless of whether we are an international organization or not.

Loren Rosario-Maldonado: These differences are impacting us in the workplace, regardless of whether you are an international organization or not.

It’s a good point. Any big company, even many midsize companies, depending on where they’re based, could have a workforce that’s made up of many different nationalities. We’re certainly people who bring a strong national background even if they necessarily weren’t born in that country. You describe yourself as Dominican but you were born in the US. You bring a little bit of both I would imagine in the way that you approach your day-to-day.

It’s a great example because here I was. My leadership practice was highly based on Anglo/Western ideals of leadership. This was great up until the point when I started leading global teams and diverse teams based here in the US. I started noticing how and why my approach was not working because it was very linear in a sense. I was approaching my relationships with a very structured and task-oriented perspective, even though I felt like I was a separate leader and I believe in helping others succeed and helping employees have what they need to succeed.

It was falling short because all of a sudden, what was expected of me was to be more relationship-driven at a deeper level, much further than pleasantries like, “How are you? How is your family doing?” It was a big a-ha and shift for me because all of a sudden, I understood that the code that works for me as a leader might not work for you and vice versa and how we do need to switch from time to time to adapt but to adapt, it didn’t necessarily mean that I needed to adapt those differences as my own. I was simply adapting for the sake of connecting, which means much more than any other structured approach.

I would assume a lot of what you’re doing is helping people build cultural awareness. We can talk about that in different contexts in a second. It’s also helpful when people understand the uniqueness of their culture and explain it to you. Let’s go back to the time example. You may think, “This person is indecisive. They’re never going to give us the business.” In reality, you haven’t invested enough time with them. If you knew that or they told you that that’s the way that they’re going to be, you would probably think about approaching that interaction differently. Otherwise, you may make a bad assumption and walk away from a potential opportunity that you need to be patient for.

It’s a perfect example because if they are what’s considered as one of the cultural value preferences and high context, they will not tell you explicitly that this is what they expect but you can pick up on these nuances if you are attuned. They will speak fewer words and have more space between words. Even though their sentences may seem like run-on sentences to you, this is the norm for how they communicate. These different nuances play a significant role in how we build relationships, particularly in business. To your point, they may want to get to know you better and are asking you all of these seemingly intrusive questions for the sake of understanding and knowing you better as opposed to judgment.

Loren Rosario-Maldonado: The different nuances play a significant role in how we build relationships, especially in business.

You could easily feel like, “Why is this person prying into who I am? I’m just trying to sell them software,” or whatever you’re doing.

It’s a transaction. You’re saving. It gets you thinking about the value of that relationship because to you, you’re approaching the sale but in their minds, their sale means relationships, depth, substance, and impact.

Also, trust and loyalty. It’s all intertwined. It’s funny though because you think you could describe Germans are X, French are Y, and Italians are Z. If a German says that to you, a French person, or an Italian, it’s one thing. You run into a little bit of a danger zone when you start to assume those things into somebody because they’re German, French, or Italian. It’s part of the hard part of figuring out, “How much do I infer about this person from their nationality? When am I maybe stereotyping?”

The important thing is not to stereotype. Approach every single diverse situation with what’s called a general context. You have a general understanding. To your point, Germans typically act this way and French typically act this way but it does not mean that this is the reason behind why the person is acting this way. It’s a baseline of understanding so that you can then go deeper from there without assuming.

Gender Topics

Let’s get into some of the types of cultural intelligence that you help people build. How do you work with them on topics of gender as an example?

First of all, we are all multi-dimensional and that’s one aspect. When clients want to focus on one layer or one aspect of a person’s multi-dimensional identity, I always pause and explain why that is not the right approach. People are way more than what you see. To focus on one aspect of that identity is the wrong way to begin. The way that I work with clients is first we identify what exists and what’s driving this need and why. Is that why resonant with the overall business strategy or is this pain point a reflection of something deeper?

It always starts with an assessment, addressing not only where you are but whether you’re ready to enact the changes that you want to see. Is the C-Suite committed to driving these changes? Are they committed to modeling the behaviors that they want to see? More often than not, it’s handed off to a certain group to lead the change without fully committing so it’s the change that the organization wants to see. Identify gaps. If there is a certain baseline of gaps that I can work with, then we move forward. If they are not at the level where they can commit and don’t understand their change readiness to commit, then there is no engagement.

I would imagine that plays out almost irrespective of what kind of ethnicity, nationality, and generational. It’s true no matter what.

That’s the beauty of cultural intelligence. It provides you with a toolkit that helps you develop the capabilities you need to navigate diverse situations. In other words, it provides you with the skills that you need to deal with people who are different. That difference could be national, gender identity, socioeconomic status, function, education, neurodiverse status, or anything else. When we are looking to understand these differences, we then look to knowledge to help us contextualize those differences combined with action, which then motivates us to do it more and more.

No two individuals, no matter how many similarities you share, are alike, not even twins. This is why twins have separate DNA markers. The same applies to people, particularly in the workplace. We are in a society where organizations, businesses, groups, you name it, want to group people into different compartments but what we’re seeing is that people no longer want to and no longer work that way. Why approach our development programs in that same way?

Developing Cultural Intelligence

What are some of the specific techniques that you use in working with your clients to help them develop their cultural intelligence?

The first technique is not only the change readiness but an assessment of what their current capabilities are or your current state. Where do you fall within these dimensions? How can we use cultural intelligence to start shaping those preferences through workshops, coaching programs, and other techniques that will combine to help leaders adapt these skills over time?

It always starts with that assessment. If you don’t know where you are, how can you know where you’re going? Understand where those preferences fall and that this is not performative nor should it be. It’s not about getting 100 or being at a particular point on the scale. It’s understanding how you flex to then adapt to different situations so that you are a more effective leader.

Did you develop the assessment or do you use something available in the industry?

It’s a research-based assessment that was developed by the Cultural Intelligence Center. They have individual assessments as well as team assessments that I use to assess change readiness, as well as the action plans that leaders need to develop these skills.

Apart from assessments, what are some of the other techniques that you use?

Techniques like peer learning and coaching, especially in a group setting, are very important. Techniques for individual development include perspective-taking through journaling. Critical thinking through case studies as well is very important. No two approaches will ever be the same because no two organizations have the same need. They’ll have similar interests but never the same need. What I like about our approach is that we are able to use all these different labels at our disposal, what I call tools, that we can then build a label specifically for the organization.

You’ve been doing this for a few years but had many years in HR before that. Do you feel that the way that people approach this topic has changed a lot?

Yes. There’s a much more immediate need. There’s an expectation of immediate results as opposed to before where a six-month engagement was not only the norm but expected, whereas now, the focus is around more micro-learning approaches. People are looking to learn on demand. Not every organization or leader learns through videos. We have all these different learning styles that need to be combined in that learning experience, which is why we like to remain agnostic because we want to be able to deliver not only a personalized experience but an experience that meets the needs of that individual leader, as opposed to the organizational needs.

Do you see big differences across the working generations in terms of their baseline cultural intelligence levels?

Yes. I find that people who have been exposed to other cultures have these muscles that are much more developed, as opposed to people who never left their backyard, if you will, and have less experience because they have not been so much exposed, which is why they experienced much more culture shock within their backyard, as opposed to other cultures. It’s so important that people approach this experience or journey not as a performative one but more as an exploratory one.

We love to make learning performative like, “HR has this program that they need me to be a part of. This is part of my professional development program for 2024.” By the time we come in, that language has already been somewhat communicated or alluded to. We always come at this from an experience perspective to help learners understand that they are learning. They’re coming into a journey more of a learning experience as opposed to a mandatory performative type of learning experience. It changes the dynamic of that individual learner, for sure.

For people who are lifelong learners, there’s an openness and an inherent curiosity to the way that they go about their lives and an openness to new ideas. You get people who are like, “I need to do this. I’ll sit through the class and do what I need to do but it’s going to go right in one ear and out the other because I don’t see the relevance of it.” There’s a lot to be said for having that openness.

It’s funny because the resistor person who’s going through the motions almost always becomes the biggest advocate. They were not expecting the information, session, or program to be as relatable. It’s important to help craft an experience that is much more relatable to that individual and their current context.

There’s a power in experiential learning that you don’t get in a pure classroom, watching a video, or reading a book. The best interactive courses intentionally pull you out of your comfort zone to get you to open up and think differently relative to what you’re more likely to do if you’re doing traditional learning.

We have a much shorter attention span than we ever did, hence the reason why micro-learning sessions have become the norm and why they’re in such high demand because we don’t have time. The leader who wants it the most is the one who says they don’t have time for it.

Becoming The Change: The Power of Cultural Intelligence

You wrote a book related to your work called Becoming The Change: The Power of Cultural Intelligence. What led to the writing of the book?

That big a-ha led to such a profound shift for me as a leader, person, mom, wife, daughter, and sister because I didn’t understand these nuances. They were distorting in many ways the type of leader and human I wanted to be in the world. I had always considered myself to be a service-oriented person up until that point but not understanding how these differences impacted the way that I connected with others was preventing me from being that leader and human that I wanted to be.

When I came across cultural intelligence, which was during my Master’s program around 2017, I suddenly realized that I was falling short in so many ways. The more I started adopting cultural intelligence into my relationships, the more profound and connected I became and the deeper the relationships were. It’s why I consider cultural intelligence to be so powerful.

The CHOICE Playbook

You build around a framework, an acronym you call CHOICE. Do you want to describe it for us?

The CHOICE playbook is a combination of cultural intelligence, research, and dynamics but also change readiness. We always want to do more, be more, or want to do something but we don’t think a lot about what that change represents for ourselves and others. The first C stands for Courage. We need to summon the courage to look in the mirror and acknowledge all of us.

A lot of times, we approach things without understanding what’s beneath the surface. It takes a lot of courage to do that. H is Humility, which aids in understanding and knowing that you will never have all the answers, never will, and that’s okay because we are human. The O is for Openness, remaining open to different experiences. Not only as we advance in our journey but every day, we are in a much more erratic world, if you want to call it that than we ever were before. Technology is spiraling more and more every day. Being open to different experiences in our role is important.

Integration is I, integrating what you learn. Sometimes we learn and learn but don’t do anything with it. Activating action to integrate what we learn is important. Without action, we become a rocking chair. We move and move but don’t go anywhere. The second C is for Curiosity. We can be open but without curiosity, we don’t connect. Being curious about those different stories and that employee that we are wanting to engage and motivate.

No matter what we do, there’s not a connection there. Curiosity keeps us moving and connecting. Last but not least is E for Empathy. We can’t get anywhere if we’re not empathetic, not only for others but ourselves. Being empathetic for ourselves is harder sometimes but it’s knowing that we are already showing up and doing the work. Hold space for ourselves as much as we hold space for others.

There’s a lot in there in terms of what comprises that word CHOICE and also what you pack into the different words. If you add it all up, this is a situation where the whole is more than the sum of the parts in terms of embodying those six things. It will make a difference in your day-to-day outlook, your view of the world, and your relationships but it takes work.

You said the right word, embody. This is not a checklist. No matter how long our engagement is with clients, it has no expiration date. This is continuous. The more you practice, the better you get at activating this every single day. It’s an attitude. It’s not a checklist. It’s something you embody each and every day, knowing that there is no end goal, per se. Your goal is to go deeper and that has no expiration date.

Let’s shift gears and go back to the beginning of your career. When you were first entering the work world, what did you envision yourself doing professionally? Was HR always the plan?

Never. I started correcting myself because I see kids graduating with HR degrees. I studied Child Psychology and thought I was going to be a Child Abuse Prevention social worker. At the time, I had a young child. When I started doing internships and things, it became very emotionally loaded for me. I kept working in retail for many years. In retail, I naturally fell into what was called personnel. I’m dating myself.

I always worked with staff-related things, whether it was onboarding, payroll, benefits, mentoring, or coaching employees and helping them with solution situations when they needed. I fell into HR that way. Years later, I was hired to start up an HR department in a corporate organization. I fell into this niche where I joined startups that wanted to form HR departments or post-M&A companies that needed to revamp or optimize HR departments. It was never my intention. My intention was always to help and serve people.

I was curious whether the HR work led to an interest in psychology. It sounds like it was the opposite because you thought about being a child psychologist or working with Child Abuse Prevention. The interest in psychology was there very early.

I’ve always been obsessed with the way people behave. I’ve always been an observer and a researcher. I remember growing up observing the way people behave in different contexts. I would know people whom I would see in different contexts, whether it was at school or church. I was fascinated by how they would code-switch. I was curious about why that was.

Psychology always followed me. It should have been sociology if I think back but it was always following me in some regard. Once I went into corporate, it became Organizational Psychology because all of a sudden, I was interested in understanding how people not only behave but craft an environment to help them succeed. How do people behave? What do they need to perform successfully in the workplace?

With that whole topic of Organizational Psychology, I’ll date myself, when I went through grad school, we had a class in Organizational Behavior. It was portrayed at the time as the new leading thinking. People were trying to understand the psychology of how organizations operate. On one level, you can say, “It’s just a collection of people so it’s a collection of individual psychology,” but like any other group of people, it develops a culture and set of norms. It starts to exhibit the aspects like a society would. It seems natural when you think about it. We would talk about Organizational Psychology and that would be a whole area of research focus and work for people. Many years ago, it wasn’t something that people thought a whole lot about.

What’s fascinating is how technology is shifting that even more. Organizational Psychology is being influenced a lot by AI and the way that people work in this virtual environment. Also, how that’s shifting people’s approach to work and critical thinking. How will this shift the way people think and work from this point on? It has changed radically but we don’t know the long-term implications of that.

There are always the generational things that play out that drive organizations to change. We had COVID thrown in.

On top of the bio-sociopsychological impact, we don’t know what long-term effects that has on our ability to manage stress, think critically, relate, and communicate with one another in a way that builds resilience, not digresses resilience. It’s going to be interesting to see. We will be in business for quite some time.

It’s 2024 and we’re still talking about hybrid work, how that normalizes, and what it means. What do you do with people who aren’t doing what you’re asking them to do? Years ago, we would not have been having this conversation at all. In a relatively short time, that’s just one aspect of it, but it’s a major shift that’s come into the way that organizations work, the way that managers have to manage, and the way that people demonstrate that they’re productive. All of those things have changed.

I don’t think there have been too many of those shocks to the system in my adult life but certainly, that’s a big one. It was a global one. Probably it will take a decade to fully play out before we, to your point, have a sense of what the long-term consequences of it will be. It still seems like we’re figuring it out years after the beginning of the pandemic.

I have people who I work with who have never worked in a physical location. They graduated college during COVID. Things like managing up, for example, the one common thread is that they have a very strong work ethic but there’ll be situations or instances where they’ll be away. Something will come up that day and I’ll send a message. I get in and out of the office. I’m thinking, “Was this on the calendar? Did we even talk about it?” We probably did and I forgot. That’s on me.

I simply go back in our next check-in and say, “Ping me or let me know. Put it on the calendar so that I know when I’m not pestering you during that day.” I can easily be flustered by it and make it a thing or part of a developmental plan but no, it’s an understanding. They’ll say, “I didn’t realize that. My bad.” This is the different way that we’re shifting each and every day.

I would have never thought of being out of the office and not triple-checking but that’s my neurotic Gen X-er stuff. These are the shifts that are happening. I’ve gotten messages or maybe PTO requests on TikTok. I’m thinking, “That’s okay,” but they’re communicating. That’s where resilience and adaptability come into play. The humility is that there is more than one way. I will never have all the answers. As long as we are connecting in some way, shape, or form, it’s okay.

The HR Profession Over The Years

You spent a number of years in HR. You’re active with the Society for Human Resource Management. How do you feel like the HR profession itself has changed over the last years?

It has revamped not only the approach that HR brings to business but also the expectation of what HR is. Everyone has this love-hate relationship with HR. You don’t know you need them until you do. It’s not like very often HR gets visitors from people to check in and great if it happens but for the most part, it doesn’t. It’s gone up and down to where it’s from, “They had a seat at the table. We’re listening and your input is very valuable to the success of the business strategy,” to, “You are the first responders. We are in the middle of this thing called COVID. We don’t know what to do. You’re driving our strategy from this point forward,” to, “We don’t need, want, and like HR.”

It’s that one role that’s often misunderstood. It’s even more reason why HR has to be more strategic than ever, to not only understand your business and the business language but to understand how people are shaping business in the same way that business is shaping people. It’s the first time that this bi-directional relationship is the most critical because the impact on the way that we work and the people coming into the workplace is much different. It is an industrial revolution if you will. They call it the Fourth Industrial Revolution. It’s even more reason why HR has to be the most innovative group in an organization. You’re anticipating what people will need at any given moment. They’re shifting faster than we can ever keep track of.

For somebody who is on the cusp of being a Chief HR Officer, Chief People Officer, or is in the role, what do you think that ends up meaning in terms of what they need to be focusing on other than being innovative to be successful in that role?

Stay ahead of the trends, not only the trends that are happening externally but internally. We talk about data but we don’t utilize and leverage it enough in a way that helps us anticipate the needs of the organization. It can shift from one moment to the next. Actionable data doesn’t have to be a quarterly survey that you send out. Qualitative data is as important as quantitative. Understand your different stakeholders and influencers in the organization that can provide you with objective actionable data. Leverage that. It’s the first time that HR needs to be immersed in the workforce, not just having a seat at the table.

Loren Rosario-Maldonado: Qualitative data is just as important as quantitative data. Understand your different stakeholders – your influencers in the organization who can provide you with objective, actionable data – and leverage that.

It’s a very different role in the way that I’ve seen it evolve over the last couple of decades. Most organizations are still not that great at HR. They relegate it to their corner. You want to think about it that way. They have them deal with the mandatory things like paying people, performance reviews, and all of the problems that invariably arise but they don’t let them be an equal voice. That’s a lost opportunity for most companies.

It’s also why there’s a trend in where the head HR, the CHRO or Chief People Officer role, is coming from other functional areas because the C-Suite is looking for a diverse perspective for the same reason. They want someone to lead the people strategy that brings forward not only innovation but a diverse set of ideas, strategies, and tactics.

What’s Ahead For Cultura

What’s ahead for you and your firm?

What’s ahead for us is we continue focusing on developing leaders and growing culturally intelligent workplaces.

It sounds fairly straightforward.

Simple is the way that we like to do business.

Simple but hard to get people to change, which goes back to the title of your book.

It’s important to understand that people only change when they understand the change and that they don’t need to change who they are. Adapting doesn’t mean you have to change who you are as a person. You’re adapting to the changes that are impacting the world around you, not that you have to sacrifice who you are in the process.

Given that this is a career-focused show, I’ll close by asking you if there’s any career advice that you would want to give, maybe something you would have given to your younger self, your family, or others that you know are beginning their career journeys. Any thoughts on that?

Stay curious and never stop learning. Change is here to stay. It is the only constant. I know it sounds like a cliché but I’ve lived long enough to understand that that is the case. Change doesn’t mean that you have to change who you are. You are just adapting to something that’s impacting you so stay curious, learn from it, and move forward.

Thank you for doing this.

Thank you, J.R. Thank you so much for having me.

Sure thing, Loren. It was good to catch up and learn a little bit more about the work you do, the topic of cultural intelligence, and a little bit about the HR world, too.

Thank you so much. I appreciate it.

Take care.

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I’d like to thank Loren for joining me to discuss cultural intelligence, the evolution of the HR profession, and her career journey as well. If you’d like to learn more about this topic or many other career-related topics, visit PathWise.io and become a member. Basic membership is free. You can also sign up on the website for the PathWise newsletter and follow us on LinkedIn, Facebook, YouTube, Instagram, and TikTok. Thanks. Have a great day.

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Important Links

• Cultura – LinkedIn
• LinkedIn – Loren Rosario – Maldonado
• Becoming The Change: The Power of Cultural Intelligence
• LinkedIn – PathWise
• Facebook – PathWise
• YouTube – PathWise
• Instagram – PathWise
• TikTok – PathWise

About Loren Rosario-Maldonado

Loren Rosario-Maldonado is the Chief People Scientist at Cultura, a professional development firm that offers comprehensive training to equip their clients with skills like intercultural communication and empathy.

Loren describes herself as as a trained culturist who is fascinated by the way that people connect. Through her 25 years of shaping the future of workplaces around the world, she has discovered patterns in how people think, act, and communicate, as well as the best environments for them to thrive. She has been recognized as a thought leader who guides leaders on maximizing productivity while creating a human-centered experience within the organizations she serves.

Loren holds a Master of Science degree in Industrial and Organizational Psychology and is currently pursuing a doctorate in Cross-Cultural Psycholology from California Southern University. She holds the Professional Certified Coach designation through the Co-Active Coaching Network. She is also a board member of Girls Inc of Greater Miami and a member of numerous professional and civic organizations, including the Society of Human Resource Management Executive Network, the Society of Industrial and Organizational Psychology, the American Psychological Association, the Miami CHIEF Chapter, and the Hacking HR Experts Council.