➢ Two Reasons the Super Bright Don’t Succeed

images-13Why aren’t America’s C suites peopled with Mensa members?  According to a Hay Group study, most super bright people do not succeed.  Even the cleverest do not succeed in great numbers.  Why?

The first reason has to do with the liabilities that come with superior intellect.  The super bright think faster than everyone around them, so tend to be intolerant and impatient.  They don’t listen well, and devalue ideas and viewpoints of others.  That makes them unpopular and non-collaborative.  And because they know all that is theoretically possible, they tend toward perfectionism.  Also, grey matter and street smarts are two very different competencies.  There is a reason corporations sequester their geniuses and keep them away from others.

And secondly, above average intellect only takes you so far in business, and is not the chief reason for success as a manager.  The Hay study looked at a broad sample of managers and found that those that rose to at least divisional CEO positions showed twice the self-confidence, twice the achievement orientation, 7 times the self-control, 3 times the empathy and 3.5 times team work skills.  Yet the CEOs were only slightly more analytical and conceptual.

The CEOs understand feelings, can motivate and manage emotions in themselves and others.  They are more self-aware, more in control and more socially aware, and they create a climate in which others can self-manage.

Effective leadership is all about soft skills.  When you interview candidates for key positions, look for these skills.