The joys of email! I received one just the other night from The Ladders (of the jobs search sect). It contained a link to 9 subtle ways to show you’re intelligent (without having to say anything) by Jonah Malin – not a bad article as far as things go, especially for those looking to increase performance in the workplace.
While scanning, I caught on to a few words and phrases that stood out:
What makes someone intelligent?
Is it the ability to recall facts? Being an expert test-taker? Reading two hundred books a year?
Honestly, true intelligence requires a holistic approach. The smartest people are experts at navigating life through learned experiences. They have good judgment in different situations. And, most importantly, intelligent people understand actions speak louder than words.
There’s, of course, much more; read the whole thing. And, on this topic, as with many others, it’s a matter of relativity. Again, this being an employment/corporate HR publication, the nine methods of intelligence demonstration are all nicely tailored for boosting actual or perceived performance, ostensibly improving the overall dynamics of the office experience. It’s great for what it is. What it is not is an empirical answer to the leading question, above, as qualified by the included terms “truly intelligent.” The answer in that narrowed light is an IQ at or above 140. (Yes, there are all kinds of standards, but Terman’s [one of them] is sufficient for discussion of minds rating in or above the Mensa range or that commonly assigned to gifted placements in most schools).
Most people, averaging between 85 and 115, will, I think, benefit from the provided tips. More benefits should be derived by or for those in the 115 – 130 range. I suspect there is a marked decrease for those above 130, and a cliff-falling of sorts for those above 140. While patience and attire are important for everyone, at least from time to time, the higher up the ladder one climbs, the more difficult it is to successfully interact with those below (in a general sense). This partially explains why those with very high or extremely high IQs frequently do not fit in with organizations, regardless of how they spend money or what they wear. Thinking differently – that’s what it is – leads to interacting differently. Some handle it better than others, a matter more of personality than intelligence, which is what the article really drives towards.
One great tell that this advice is offered for those above average if below the exceptional threshold is the final tip about social media. True intelligence is rarely found on Facebook, a platform geared more towards the television-watching public than Triple Nine members. Sure, anyone can create a responsible reason to post or Tweet, it just isn’t common.
If you work with or employ someone with a very high IQ, do what you can to steer him into the right position where he can be happy while also using his mental advantages to your advantage.