Multiple intelligences: more than one way to succeed at work

As technology advances and global markets become more interconnected, leveraging different types of intelligence helps professionals approach challenges from multiple angles and stay competitive.

Nicole Gorton, director at recruitment specialists Robert Half Australia, says that while data analysis and trend forecasting remain essential for finance professionals, skills in strategy and problem-solving are becoming increasingly attractive to employers.

“Partnering with stakeholders across the business is now part of the job. To do that effectively, you need to draw on different types of intelligence to work well with various personality types,” she explains.

“The ability to build strong relationships, find creative solutions and make ethical decisions in a fast-paced environment is important,” she says.

The types of intelligence Gorton refers to includes emotional, creative, ethical, strategic, generational and fluid. None of these are new concepts; they are simply new labels for people’s behaviour and ways of addressing and solving problems. 

These forms of intelligence have always been present, whether recognised as empathy, innovation, problem-solving, moral judgement, forward-thinking, adaptability across generations or the ability to navigate changing circumstances. 

What’s different now is that these qualities are being acknowledged and actively developed as key components of professional success, says Gorton. 

“We already identify a lot of these types of intelligence when we are recruiting – but because we are able to label it this way, I think it provides a level of laser focus for employers to hire the people they need for particular roles,” says Gorton.

Here are some common types of intelligence that accounting and finance professionals can benefit from developing and employing at work.

Emotional intelligence

Emotional intelligence is the capacity to understand and manage your own emotions, as well as the emotions of others, explains Simi Rayat, organisational psychologist and executive coach.

While cognitive intelligence is an essential foundation for problem-solving and analytical thinking, emotional intelligence is also crucial for understanding and managing relationships, both in the workplace and in personal life, she says.

“Someone’s IQ is often what we look at first in any profession. But the research actually shows that when you get to a certain level, especially when you're a leader or you're a manager, it is emotional intelligence that really moves people from good to great,” Rayat says.

“It is so important in finance and accounting for clients to really feel seen and heard. If you understand your client and what that person's needs are, then you can tailor solutions for them and offer whatever service they specifically need.”

Ethical intelligence

Ethical intelligence is part and parcel of any accounting role, says Gorton. The ability to make decisions based on a strong moral compass, ensuring that actions are aligned with ethical standards and values is critical to being able to perform your role.

“For accountants, being aware of and developing ethical intelligence is crucial, because it safeguards your professional integrity but also builds trust and credibility with clients and stakeholders. 

“And, while it involves ensuring accuracy and transparency in your work and upholding high ethical standards, ethical intelligence also encompasses the ability to make sound ethical decisions in complex situations,” she says.

Fluid and strategic intelligence

Having the capacity to see the bigger picture, anticipate future trends and plan long-term strategies that align with business goals can be called strategic intelligence. 

It helps guide decision-making, align financial plans with business goals, identify opportunities, enhance forecasting and drive growth by understanding broader trends and planning long-term strategies, says Gorton.

When you combine that with fluid intelligence, where being flexible, adapting to new situations and solving novel problems without relying on pre-existing knowledge, you can see the benefits, says Gorton.

“Fluid intelligence is essentially applying your intelligence in new situations and circumstances. I also call this learning agility. It is a very important skill to have because you are applying what you already know in a novel situation. 

“For example, adapting to new financial regulations or changes in technology or market conditions – the more agile you are, the more responsive you are to your customer's needs and what you can offer them,” Gorton says.

Generational intelligence

Generational intelligence is an awareness and understanding of different values that different generations hold, says Rayat.

“This awareness not only helps in tailoring products and services to align with consumer behaviour, but it also helps with collaboration and cohesion in the workplace.

“If you understand how different generations see things it helps create strategies and solutions that resonate across various age groups, ultimately driving greater satisfaction at work,” she says.

The concept of stakeholder relationships is closely related to generational intelligence, according to Gorton.

“I used to refer to it as stakeholder relationships because achieving the best outcomes often requires understanding diverse perspectives and finding approaches that benefit both people and the business,” she explains.

 “To do this effectively, you need to foster an inclusive and respectful environment, which involves working with individuals who have varying processes, beliefs and work styles.

“That is apparent across different generations and when we look at our workplace now, where we are working longer and starting work earlier, it is a type of intelligence worth cultivating,” she says.