When it comes to achieving credibility, there are a few factors that influence how leaders are perceived, and those factors work in conjunction with one another. Respect and trust are coupled together, and the degree of trust and respect earned is determined not only by demonstration of your leadership capability but also by others’ perceptions of your credibility.
You may have experienced leaders who were hired because they were favored above a more qualified candidate or because they were perceived as more “likable” or a “better fit.” Those leaders may then be all too eager to dive in and prove their ability; however, the right project, team, or fabric is needed in order for a leader to excel. One critical way they can accelerate the process is to consider the specific areas of intelligence where they can prove their value.
There are multiple intelligences that leaders should master. But those leaders who motivate and influence their teams most effectively often rely on one of four key intelligences and combine them to their advantage. These four intelligences allow leaders to tackle common roadblocks, challenges and delays and move projects forward with greater ease and effectiveness.
1. Emotional intelligence
Emotional intelligence is the ability to use emotions to communicate a message effectively with others. One clear indicator of individuals who have emotional intelligence is their ability to perceive, evaluate and relate well to others.
Think of the times in the workplace when voices were raised and emotions ran high over a decision made out of the team’s control. The leaders who were calm and level-headed may have been seen as the most credible individuals by some, but at the same time, may have been perceived as uncaring by others. The best part of emotional intelligence is that it provides you and others a level of grace in terms of making mistakes.
Think of a time when you wished someone would have said or reacted differently, or when perhaps your reaction to another person was not ideal. A true leader understands that these swings happen. She is proactive and works to ensure a safe environment that allows for the expression of appropriate emotion while also protecting others from the brunt of an unwarranted outburst.
2. Intrapersonal intelligence
Know thyself. Engage in daydreams to envision what’s possible. Know the difference between reality and fantasy. These actions and activities are commonplace for those individuals with strong intrapersonal intelligence. Intrapersonal intelligence allows for the creative mind to flourish as it creates new pathways for innovative solutions and future progress.
Leaders with high intrapersonal intelligence reflect each day. They frequently check in with their dreams, hopes and vision for themselves before attempting to communicate their message to others. They explore new ideas and, in many respects, “find themselves” before they act. In addition, they have the high level of emotional intelligence needed to understand what passions drive them, but take those noted motivations a step further by recognizing what they may or may not need to do to achieve their goals.
3. Interpersonal intelligence
Interpersonal intelligence expands the ability to build and maintain positive relationships. Knowing your limits and setting boundaries is one indicator of interpersonal intelligence. As a leader, it is critically important that communication be at the forefront of building those relationships that demonstrate high levels of emotional intelligence. However, high levels of interpersonal intelligence require a consistent analysis of the environment and the context in which a message is sent, either verbally or nonverbally.
Think of a time when a leader verbally stated what they were going to do but acted in a way that was in complete conflict with what they said. Their nonverbal action was, in such a case, a demonstration of the lack of interpersonal intelligence. The leader may have had control of their emotions when they conveyed the message; nevertheless, the statement that ‘actions speak louder than words’ is at play here.
Leaders gain interpersonal intelligence by starting their messaging journey with small groups and then listening to responses from the leader, which are based on what that group hears. If feedback comes back with more questions than anticipated, leaders make sure to rework the message in a way that uses examples that relate to those in that environment.
4. Artificial intelligence
When utilized properly, AI can complement, augment and extend each of the other three intelligences. But the cautionary tale is that sometimes AI does not get it right, but there are ways of checking on the information you glean from AI. First, make sure that the source is credible. Next, get another source to check the facts and verify the results. In other words, do not rely on one AI source but several.
Once you know which AI sources you will use, put the scenarios into these different platforms and examine the answers provided. Check and cross-check. Remember, this work all takes time. The more practice you get with AI, the more useful it will become for you. Just as you would do when consulting another leader, you may choose to take AI’s guidance and follow its direction. Still, you must realize that AI — or any other leader offering its intelligence — does not operate in a vacuum but as part of a greater whole.
Opinions expressed by SmartBrief contributors are their own.
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