It is almost axiomatic that all other attributes being equal, the intelligent manager will outperform his or her less intelligent counterpart in the workplace. In fact, according to industrial psychologists intelligence outranks any other attribute as a predictor of workplace success.
When most of us conceptualize intelligence, we conjure images of automotive horsepower wherein the bigger the engine the greater the capacity to solve problems, deal with complex issues and make decisions. And short of the Jerry Lewis mad scientist who forgets to wear socks, the higher the IQ the better. But of course the issue is not that easy.
Consider the following simple question…A bat and a ball cost $1.10 in total. The bat costs $1.00 more than the ball. How much does the ball cost? Too simple? OK, how about this question? Jack is looking at Anne but Anne is looking at George. Jack is married but George is not. Is a married person looking at an unmarried person? The answer choices are a) yes b) no or c) cannot be determined.
These questions are posed in a book titled What Intelligence Tests Miss by University of Toronto professor Keith Stanovich. In it he argues that intelligence, as measured by most tests is really nothing more than the measure of specific mental abilities such as abstract reasoning and declarative knowledge. While these capabilities are important, when it comes to effective decision-making, dealing with complex situations and subtle judgments, intelligence is less about raw horsepower than it is about rationality. It is about other cognitive abilities such as critical thinking, wisdom, open-minded thinking, reflectivity, diligence, curiosity and creativity. In other words, intelligence is about the driver not the size of the engine.
Rationality, or the lack of, is why so-called smart people act stupidly (this is actually the title of a book my investment advisor sent me when I recently contemplated liquidating the few remaining morsels of my stock portfolio). Stanovich discusses the many reasons why this occurs. Among them is our tendency to be ‘cognitive misers’. Complicated issues or problems are cognitive bandwith hogs and lazy as we tend to be, we prefer to parcel out our processing for ‘special’ occasions. Whenever possible we thus default to computationally simple cognition when solving problems. In other words we take short cuts or approximate.
Don’t believe me? Consider the first question posed above. Many people would offer the first answer that comes to mind, that the ball would cost 10 cents. But of course that would be wrong as the bat would then have to cost $1.10 (remember the bat costs $1 more than the ball) which is incorrect. Similarly, 80% of people respond to the second question by guessing that the answer is (c). This is also incorrect. The actual answer is (a) which can easily be determined by considering both possibilities for Anne’s marital status. If she is married then the answer is yes because she would be looking at George who is unmarried. If Anne is not married, the answer is still yes because jack, who is married, would be looking at Anne. But thinking that through takes effort, and who wants to go there.
Intelligence is unquestionably an important attribute in the workplace. But understanding it requires more than simply looking at university marks or SAT scores. The Stanovich book is a good place to start.
An Abject Failure in Due Diligence and Judgment
August 10, 2010
There are few shortcuts when it comes to hiring senior-level executive talent. And when firms are not careful, the price they pay can be exorbitant. Consider the true story of a company that paid a big price.
One Reason Interviewing Candidates is So Difficult
July 13, 2010
I was browsing in my local bookstore on the weekend when I came upon a small book titled ‘Toughest Interview Questions'. Always interested in this subject I quickly leafed through it and put it in the pile to buy.
Strategies for those wanting to make a career or sector change
June 23, 2010
Many transitional executives contemplate career changes. It may be a career auto or general manufacturing sector executive questioning its future, or a large-company type who covets the chance to work in a smaller organization. Often, it is simply individuals longing to shed unfulfilling careers for exotic destinations as yet unknown.
Executives in Transition- Why a rifle beats a shotgun in nabbing that perfect job
June 21, 2010
As a headhunter I am an obligatory stop on the networking circuit of many executive job seekers. I hold the promise of a barometer on the employment market, contacts, ideas, and even suitable ongoing searches. I am always happy to participate in courtesy interviews as I neither envy the job seekers' circumstances nor take lightly their courage in reaching out to me.
The Perils of the Successful Matchmaker
June 14, 2010
What is a successful matchmaker?
Last week, the Wall Street Journal published an interview with Patti Stanger who runs The Millionaire's Club, a Los Angeles-based "elite" matchmaking service and reality television program.
Interviewing: The Quest for Patterns and Themes
May 14, 2010
Last week, two seemingly unrelated articles caught my attention. The first was a magazine obituary on C.K. Prahalad, the management thinker best known for his work on core competencies. The article spoke extensively of his ‘big ideas' and noted his habit of traveling the world "prying useful information out of everyone he met…always looking for connections and patterns, hoping to predict change".
Checkers vs. Chess: Why Candidates Play The Wrong Interview Game…and Pay the Price !
May 4, 2010
I often join my clients when they conduct candidate interviews. I moderate, participate, listen and learn. They are fascinating glimpses into how candidates and companies alike play the complex game of talent acquisition.
The superhero hiring game and why everyone loses
April 5, 2010
When it comes to recruiting leaders, companies continue to search for those Steve Jobs-like characters that can single-handedly turn around a company's fortunes, blaze paths of innovation and market their wares like no other before them.
Why candidates should expand and prep their references
February 3, 2010
As headhunters scramble to match candidates with their shapeshifting clients, process and painstaking due diligence rule the day. To some candidates such rigor may feel intrusive or simply unnecessary. It shouldn't. In fact, rigor should be embraced and used to all candidates advantage. Consider the use of references as an illustration.
The Unwanted CEO Job …and the one individual who thought otherwise
January 8, 2010
Several recent articles have lauded the success of Ottawa-based Bridgewater Systems. With skyrocketing revenues, a growing market, and money in the bank, the firm's prospects have never been better and the street appears to love the story. It was a much more difficult story to sell in 2003, with one notable exception.
Think You're Intelligent?
February 7, 2009