IQ + EQ = SQ (Social Intelligence)

IQ + EQ = SQ 

Social Intelligence to Engage the Collaborative Organization

Learning to share power is the challenge of the 21st century.  For 17 years I’ve been a professional facilitator, helping teams and communities come together to build consensus and collaborate. What I’ve witnessed is people in all fields; technical, business, politics, and the caring industry, have trouble getting along and collaborating with their peers.

For thousands of years, hierarchical, command and control leaders have been the role model. Hence, it will take time for old patterns to change. Obstacles to success will arise daily as co-workers lack the skills, self-awareness, and interpersonal skills to collaborate. How to address conflict seems to be the biggest stumbling block, where those with EQ are far more successful than those with high levels of IQ.

In the technical fields, it’s not unusual to find conflict with people who suffer from a lack of social skills and have trouble getting along.  The level of trust for co-workers is very low, and collaboration is almost non-existent.  Conflict is also high when it comes to the business and political arenas, where people are expected to challenge the status quo, compete, and create something new.

I’d like to propose that success in the 21st century will actually depend more on SQ, social intelligence, the result of combining EQ and IQ.

Soft skills are changing the game:

  • IQ gets you in the door,
  • EQ get you recognized by your co-workers,
  • SQ, the science of human relationships, enables leaders to engage the collective wisdom of the organization.

To be a great socially intelligent leader, you need to know:

  • How to inspire and develop the talents of your people,
  • Create a safe environment which empowers staff to take creative risks,
  • Build relationships out in the community,
  • Make presentations,
  • Create inspiring visions,
  • Constantly stretch, learn, and grow, modelling how to expand and reinvent yourself.

The Organization Journey Map (Figure A-4) is a useful tool for seeing where the organization is currently and where it wishes to grow. The leadership and skills segments of the map are particularly helpful in understanding what new training and development is necessary to develop the skills needed to lead cultural change and transform into the collaborative organization. As the saying goes, “leaders need to be the change they wish to see.” This implies leaders need to have the competencies for managers and employees to follow.

Interaction is the core characteristic of the collaborative phase. Organizations in this phase aim for real teamwork between all members and departments. Their mission and goal is to make a quality impact on society. Socially intelligent leaders are enthusiastic, visionary, and empathetic. Their management style is facilitative. Key skills at this level are delegating responsibility, managing group conflict, growing from experience, and helping others do the same. The main difference between collaborative and lower-phase organizations is the free flow of ideas.

There is a reason why companies value team players.  Those who get along with others tend to rise to the top. Leaders can’t build organizations on brilliance alone and need people who can implement great ideas.  Collaboration trumps competition as a transformational force. Working together by harnessing the power our social intelligence through relationship, responsiveness and cooperation.

With love from Singapore.


We are very excited to share that my book, Conscious Culture, has been selected by the Government of Canada to be included in their recommended reading list of Reference Material for Ethics Advisors/Officers. What an honour!

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Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Global Speaker, Published Author, Certified Professional Facilitator, and Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.