I recently wrote a post on developing your intelligence like a muscle. That's good news, especially since it's obvious that a significant relationships exists between muscular intelligence and high performance. So why does this relationship between intelligence and performance exist, and what can you do about it?
Nearly ten years ago, the question of performance and intelligence was detailed in a meta-analysis of recruiting methods. A meta-analysis, in a nice definition by Bob Sutton, is a macro review of literature that reveals the overall patterns revealed by the weight of evidence, rather than the particular quirks of any single study.
The study showed that GMA (General Mental Ability) was the number one predictor for success. That, of course, provides the rationale for the testing that some execs and managers go through before they're hired. [As an aside, it's always been a mystery to me why all these guys (male and female) spend so much time developing their physical muscles which won't put bread on the table, when they could be spending time developing their intelligence muscles which can put a lot of bread on the table. Idiocy takes a lot of forms in the American culture!] I'm not especially interested in hiring practices or recruiting. That's not my business. But I am focused on performance, and tucked away in the research discussion were two highly important conclusions.
The major reason that more intelligent people have higher job performance is that they acquire job knowledge more rapidly and acquire more of it. And, the authors indicate, the knowledge of how to perform the job has the most important effect on higher job performance. What that info reveals is that the faster you can learn and the more you learn, the better you'll become at your performance.
But some of you say you can only learn so much. Not true. Other research shows that the more you learn, the faster you can learn. Learning is a skill, and the more you keep at learning the better you get at it. That's key. Here's how I put it to my clients: if you want employment security, get your ass in learning gear, and keep it in gear.
The second conclusion is just as important as the first: Opportunity to learn is also key to higher performance. Pay close attention. Some firms and some corporations simply can't provide quality opportunities to learn. I've been fortunate that some really talented people in outstanding organizations all across the country have accessed my service, and taught me as I consulted for them. I learned as much from my consulting as my clients learned from me. I also consulted for firms, with far less effective processes and talent. That, too, taught me a seminal lesson: the lack of opportunity to learn is a serious limitation for personal growth.
So? Pay close attention to the opportunities in your firm. When you've gotten all it has to offer, get out. Find a firm with more to offer. In a recent post, I lay out some of the issues of moving on. Although this recession is limiting, it too will pass. That means you'll need to keep using your network to find still better opportunities for yourself and your development. The firm you work for actually has a larger impact on your success than your own natural talent. Many will find that difficult to believe, but thems the facts, buddy.
Here's the research reference:
Schmidt, F.L. and J. E. Hunter (1998) "The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings,” Psychological Bulletin, 124, 272.