Behavioral Intelligence
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Intelligence and Businesses
The measurements of intelligence are particularly well-known. A few years ago, IQ was the primary measure of abstract knowledge and reasoning within a given timeframe. Later, the concept of EQ (Emotional Intelligence) emerged, referring to the ability to perceive and understand others. Especially in the 1990s, this was introduced into the "business lexicon" and remains a reference point in the corporate toolkit regarding human capital.
​​However, while "cognitive" and "emotional" intelligence are extremely important in the corporate world that has taken shape, they only emphasize the acquisition of knowledge and its application. What is missing—or better yet, is misunderstood and underutilized in the business world—is "behavioral intelligence". It is excellent to know the rules, regulations, and how to apply them, but it is something entirely different to know how to behave according to these, especially as an effective leader. Changing behavior is the foundational element in any attempt at change, but at the same time, it is what we focus on the least.
"Behaviors that are rewarded are more likely to be repeated in the future."
​​The question we often get—by which I mean behavioral economists—concerns the existence of training to achieve behavioral change. To train our behavioral intelligence, we must activate our behavior-learning system that triggers these changes. This system works best with real or "laboratory—workshop" experiences, where behavior is monitored in real time, corrected, and explanations are provided as needed. Behaviors that are rewarded are more likely to be repeated in the future, while those that are punished are less likely to recur. Medical science offers several findings, but it's not the time to discuss them. Business knowledge and development (L&D) of human resources have mainly focused on so-called hard and soft skills, but real change only comes when behaviors change. The example is simple and clear: In a company where we want to achieve a transition to a new generation of leadership or transform it from a family-owned to a multi-shareholder enterprise, do you imagine that training the founder in modern technologies and communication methods will achieve the change? Training in positive behavior, in accepting another point of view, however, will make a significant difference...