In the most basic terms, organizational intelligence is emotional intelligence at the organizational level. It’s a deep understanding of how people, teams, and the organization work, and the ability to react appropriately to those factors. Some leadership bases may exist independently of one another, but an effective leader must have organizational skills to move the organization forward. Let’s find out how to develop this knowledge, and in the process, we will find out what it really is.
One of the prime examples of organizational skill at work is the ability to develop a give and take with others. The basics of this go back to the kindergarten playground, where sharing and sharing alike is a daily rule. But this also means that you should expect to give back if someone in the organization helps you. Along with this goes understanding the agendas of others. An agenda is not necessarily hidden, but it does involve motivation and inspiration from another person or team. Is the team moving fast because your annual incentive is based on it, or do you have multiple projects that need immediate attention? Is the key person you are developing a “give and take” with someone driven by personal recognition or a desire for the entire organization to succeed? As you become more emotionally intelligent as a leader, you will begin to understand the agendas of others.
As we move toward group dynamics, you must learn to be a politician. The word politics, even in your own world, sometimes carries an unpleasant image, but it doesn’t have to be that way. In organizational politics, you need to be able to network, promote yourself where appropriate, and build a fan base. Remember when we talked about influence and persuasion? This is where those skills will come in handy. But the main rule of being a politician is not to let it bother you. Sometimes one person’s policy can be messy, while another’s can be beneficial to everyone involved. Becoming an organizational expert involves understanding this element and viewing politics as a fact of life and not necessarily a good or bad element.
Another great way to move on to organizational intelligence is to learn how to approach several key people or teams appropriately. When you approach someone, it could be to ask for their help, challenge them, or congratulate them on a job well done. But you know that what works for you doesn’t work for the next person. For example, you may be the type of person to be embarrassed if you are highly praised in public, while one of your colleagues may gain energy from the praise. Some organizations even use testing methods like Myers-Briggs (MBTI) to determine personality types and develop communication and interaction plans. You don’t have to go that far, but it’s a good idea to keep track of which styles worked with which people.
Now that you’ve seen the bright side of organizational intelligence, take a look at the not-so-good side. You may have to deal with deception – not all motives are honorable, and some view organizational activity as competition from a reality TV show. If you are deceived, you should try to find out the motive of the person, as well as what happened and what did not happen. Yet another point is that you must be able to leverage your influence when it is right to do so: Leaders who consistently put their “two-cent” worth in the ring at the wrong time are considered “braggarts.” Finally, you must be patient. The process of developing organizational knowledge takes time and, as we said before, the process of influencing takes time.
How can you acquire organizational knowledge in various areas? Corporate awareness requires your keen observation, your patience, and your ability to understand motivation. Often times in communities or community organizations, the clever “light bulb” can come on when you come to understand how the organization works, whether for better or for worse. Knowing your own leadership style and trying to understand the styles, motivations, and inspirations of others will help you develop insight that comes from within. Remember to be patient, observe and keep track of what works in a particular group or team.