It’s not WHAT you know.
It is not WHO you know.
It is not HOW you deliver.
It is ALL of it.
In the new world of tough competition for positions, careers and recognition it is important to remind ourselves that it takes 3 to be successful and compete.
We can look at this as the following formula:
SUCCESS = IQ * EQ * XQ
IQ - Intelligence, Credibility
Most of us have been taught that through learning and personal development we will succeed. It is certainly part of the equation but the as John Maxwell’s classic reminds us - Talent is Never Enough.
EQ - Relationships, Intimacy
Relationship building may be the most misunderstood area of the equation. Many assume EQ is the area for salespeople and managers. Others believe that having 10,000 online “friends” or consumers does the trick. The most important for us is to create long term relationships of give and take that will help you advance your agenda. Whether it is sales, politics, social or otherwise. Keith Ferrazzi emerged as the most prominent advocate of this skill.
XQ - Execution, Consistency
The most under-appreciated factor in success is to actually deliver the goods, so to speak. Being smart and knowing the right people only matters if you produce results. We are always astonished how many people forget this. Leading advocates of this skill are Bossidy , Kaplan and David Allen .
In fact, our research shows that most executives overweigh their focus in one of these areas so much so that certain archetypes are emerging
The Expert Archetype: “IQ eq xq” - I am the expert in my field, I have the best insight. I already know the right solution.
Typical roles that overemphasize this skill: consultant, advisor, attorney, researcher, professor.
The Connector Archetype: “iq EQ xq” - I build connections with everyone. I can leverage it to advance their and my agenda.
Typical roles that overemphasize this skill: sales, marketer, politician, PR, fundraiser.
The Manager Archetype: “iq eq XQ” - I deliver results through teams. I meet objectives, deadlines and budgets.
Typical roles that overemphasize this skill: project manager, plant manager, supervisors, crisis managers.
Great, very insightful (IQ), but what can I do about this (XQ)?
ACTION STEPS:
1.) DEVELOP ALL 3 SKILLS: All successful leaders create a balance of these 3 skill areas and augment their own shortcomings by partnering with others that are strong in areas where they are weak. It is interesting to see what other executives think about relative importance of these skills in today’s economy. Check out our global executive poll:
2.) EXCEL IN ONE OR TWO - Our research shows that in order to be considered an effective leader - in a given corporate or social environment - it is critical to meet the ‘minimum’ expectations in ALL 3 areas and demonstrate excellence in at least 1 area. According to Marcus Buckingham the best approach is to ‘Build on your strengths’ and focus on the area where you are already good at.
3.) BALANCE THEM, DAILY - We believe it is important to strike a daily balance to make sure all of us work on tasks that strengthen all 3 areas and create a personal development program to improve each discipline. What-if our daily GTD lists have reminders to do that… (we will talk about that our next blog)
