The 5 Types of Intelligence – From a Lightweight to an Icon: Successful Pharma Sales Management (Part 4)
In the fast-paced world of pharmaceutical sales and marketing, success hinges on a multifaceted approach to intelligence. This essay highlights the importance of Acquired Intelligence, Business Intelligence, Curiosity Intelligence, Digital Intelligence, and Emotional Intelligence (AI, BI, CI, DI, and EI).
By developing and integrating these forms of intelligence, professionals can navigate the complexities of the industry, foster innovation, build strong relationships, and drive business success. Understanding and leveraging these intelligences is crucial for achieving excellence and staying competitive in this dynamic field.
Now before I introduce you to these new terms. I have something very interesting to share with you which I have adapted from Jeb Blount and Harvard Business Review.
Adapted from Jeb Blount’s Types of intelligence
Jeb Blount identifies four key intelligences that can significantly boost your business performance:
- AI (Acquired Intelligence): The knowledge and skills you’ve gained through experience and learning.
- BI (Business Intelligence): The ability to gather, analyze, and interpret data to make informed decisions.
- CI (Curiosity Intelligence): The innate drive to explore, question, and innovate.
- DI (Digital Intelligence): The understanding and application of digital technologies.
We’ve also discussed the importance of EI (Emotional Intelligence), which involves understanding and managing your emotions and those of others.
When combined with IQ (Intelligence Quotient), these intelligences form a powerful toolkit for success. By leveraging all of these, you can adopt a well-rounded leadership approach and achieve outstanding business results.
AI or Acquired Intelligence
AI is Acquired Intelligence. While AI often stands for Artificial Intelligence, our focus here is on Acquired Intelligence—the knowledge and wisdom you cultivate through intentional effort and learning. It’s crucial to recognize that IQ, or innate intelligence, is embedded in your DNA; it’s something you’re born with, and its baseline remains unchanged throughout life. Although IQ is a valuable asset, its true brilliance emerges when complemented by Acquired Intelligence.
Acquired Intelligence reflects your capacity to grow, adapt, and thrive through continuous learning.
Unlike innate intelligence, Acquired Intelligence is not static; it flourishes through deliberate actions such as reading insightful business books, exploring biographies of inspiring personalities, and engaging in thought-provoking writing on topics that resonate with you. Additionally, meaningful interactions with intelligent and inspiring people can profoundly amplify your intellectual development, enriching both your knowledge and perspective.
Acquired Intelligence thrives on curiosity and the willingness to step out of your comfort zone. It is shaped by the questions you ask, the challenges you embrace, and the lessons you extract from failures. The beauty of Acquired Intelligence lies in its limitless potential—it grows as long as you remain committed to learning and self-improvement.
BI or Business Intelligence
In our context, Business Intelligence (BI) embodies an entrepreneurial mindset—thinking like successful business leaders such as Khwaja Hamied, U. N. Mehta, or Dr. K. Anji Reddy. Cultivating an entrepreneurial mindset among employees is vital for several compelling reasons.
First, BI fosters innovation and creativity, empowering employees to think outside the box and generate novel ideas and solutions. This approach not only drives continuous improvement but also enables the company to maintain a competitive edge in a dynamic market.
Second, it promotes a strong sense of ownership and accountability. Employees who adopt an entrepreneurial mindset are more inclined to take initiative, embrace responsibilities, and align their efforts with the company’s vision, treating its success as their own.
Third, such a mindset encourages resilience and adaptability. In an ever-changing business landscape, proactive and flexible employees can effectively navigate challenges, capitalize on emerging opportunities, and ensure the company remains agile and responsive to market demands.
On a technical level, Business Intelligence also refers to the technologies, tools, and practices that organizations you use to collect, integrate, analyze, and visualize data. By leveraging techniques such as data mining, analytics, reporting, and visualization, BI enables you to identify trends, uncover actionable insights, and make informed decisions. Its ultimate goal is to provide timely and accurate information, driving smarter strategies and ensuring long-term success in a competitive world.
CI is Curiosity Intelligence
Curiosity is an essential ingredient for effective leadership. CQ is also the initial step to expand your Acquired Intelligence. Children exemplify unapologetic curiosity with their insatiable appetite for all things new and misunderstood. When they don’t know the answer, they actively seek the truth, often starting with the endless “why” about everything. Sadly, societal norms tend to stifle this natural flow of curiosity, and over time, many of us lose our childlike wonder. I witnessed this change in my son—at four or five, he would endlessly ask, “Why this, Pappa?” or “Why that, Pappa?” But by the time he turned sixteen, those questions had all but disappeared.
Curiosity Quotient (CQ), a term popularized by three-time Pulitzer Prize winner Thomas L. Friedman, emphasizes the power of a “hungry mind.” Tomas Chamorro-Premuzic, writing in Harvard Business Review, describes CQ as the hallmark of inquisitiveness and openness to new experiences. People with higher CQ find novelty exciting, thrilling, and invigorating. They are quickly bored with routine, often generating original ideas and embracing counter-conformity. While CQ has not been studied as extensively as Emotional Intelligence (EQ) or Intelligence Quotient (IQ), evidence suggests it is equally critical for managing complexity in two major ways.
First, individuals with high CQ exhibit greater tolerance for ambiguity. Their nuanced, sophisticated, and subtle thinking style enables them to navigate and resolve complex situations effectively. Second, CQ drives higher intellectual investment and knowledge acquisition over time, especially in formal domains like science and art. This steady pursuit of knowledge and expertise transforms complex scenarios into familiar, manageable ones, making CQ the ultimate tool for crafting simple solutions to intricate problems.
Chamorro-Premuzic even argues that CQ may be as important—if not more so—than IQ. When you consider the five interconnected types of intelligence—AI, BI, CI, DI, and EI they form a formidable framework for success. If you masterfully blend IQ, AQ, BQ, CQ, and DQ with EQ are poised to become the CEOs of tomorrow.
DI = Digital Intelligence: Understanding Digital Intelligence and Digital Emotional Intelligence
Digital Intelligence (DI) is your ability to effectively integrate digital technology into your daily life while maintaining a healthy balance between the virtual and real worlds. As we move further into the digital age, District Managers and Medical Representatives will find that their success is increasingly tied to their ability to interpret data, collaborate with artificial intelligence, and quickly seize emerging opportunities.
While most professionals are familiar with Emotional Intelligence (EI), Digital Emotional Intelligence (DEI) has emerged as a crucial skill in our interconnected world. DEI encompasses five essential parameters:
1. Digital Self-Awareness
Digital self-awareness involves understanding how your digital behavior impacts both you and others. Developing digital self-awareness is a meaningful long-term investment.
For example, are you aware of how much distress you may cause to your family members when you spend more time on your all-around device, the Smartphone, and neglect them?
A digitally self-aware person will not use the Smartphone as his virtual office at home.
2. Digital Self-Control
How do you respond to social media posts which cause you anger?
More often than not, your offline behaviors are mirrored online. Positive, healthy behavior offline complements your online behavior.
So work on your offline self-control.
For example, when writing emails, in my early days at the turn of the 21st Century, I used very big fonts. Till I realized that this is tantamount to ‘virtual shouting’ and ‘virtual arrogance”.
This is how I could to some extent take charge of my digital self-control.
3. Digital Self-Motivation
Self-motivation is particularly crucial in digital environments, especially in online learning scenarios. Online learning for example; self-motivation is essential for online learning.
Online educators have the responsibility to create an environment where the participants get self-motivated. Is there a better way than using the online case study method?
Educators should also incorporate gamification and encourage interactive sessions rather than one-way delivery.
4. Digital Empathy
Digital empathy extends traditional empathy principles to online interactions. Digital empathy is the application of the core principles of empathy – feeling the feelings of others – in online interaction
For example, what happens when you are online as a speaker and when your Smartphone is in active mode?
- You cut off the phone – Have you considered the feelings of the person who is trying to call you? Personally, I feel offended and insulted
- Keep your phone on silent mode – I feel that I am being neglected when my call is not attended.
- Pick up the phone and say: “Shall call you soon” – sends a message to the audience that your heart, mind, and soul are not immersed in the proceedings and you are casual about your online presence. Otherwise, why the hell will you pick up that call?
What is the solution?
I keep my Smartphone in airplane mode. It sends a message to the caller that you are out of reach. Maybe you are not in a network area or you are in a flight or a train. The chances of you offending the caller are very low.
5. Digital Social Skills
Digital social skills represent the culmination of all previous parameters, enabling the formation of meaningful virtual connections that often evolve into genuine relationships.
That’s how you earn virtual friends who may often become real friends.
Digital transformation is also developing a high level of DEI, DIGITAL EMOTIONAL INTELLIGENCE
DEI skills are still evolving and we need to closely watch out!
Maintaining Digital Balance
Digital Intelligence emphasizes the importance of prioritizing real-world interactions. This includes practical strategies such as:
– Activating airplane mode during meetings and one-on-one conversations
– Prioritizing family time over digital communications
– Strictly avoiding mobile phone use while driving
– Establishing clear boundaries between work and personal digital spaces
As digital transformation continues to reshape our world, developing strong DEI skills becomes increasingly vital. These competencies are still evolving, requiring continuous adaptation and awareness to maintain effectiveness in both professional and personal spheres.
EI = Emotional Intelligence
Emotional Intelligence is your ability to recognize, understand and manage your own emotions. At the same time, you need to recognize, understand and influence the emotions of others. We have already dealt with this in depth.
Case Study – AQ, BQ, CQ, DQ, EQ and IQ
Meet N. P. Shankar, the senior-most District Manager in Natarajan‘s team. Shankar had a brain like a supercomputer, boasting a high IQ. He was a master of logic, analysis, and focus. Learning new things? Easy-peasy for Shankar. But here’s the twist: he just didn‘t want to.
Even more problematic, Shankar was oblivious to the feelings of other people. If something went off-script, he‘d lose his cool faster than a kettle on full blast, lashing out at teammates. He couldn‘t relate to anyone less brilliant than himself. Empathy? Zero. EQ? Very low.
Despite his sky-high IQ, Shankar’s lack of people skills made him as effective in team situations as a cat herding exercise.
Now, let’s talk about Mani, the newly promoted District Manager in the same team. Mani‘s IQ didn‘t quite reach Shankar’s dizzying heights, but he more than made up for it with a high AQ, BQ, CQ, DQ, and EQ.
Mani however was a team favorite and got along splendidly with Natarajan. He was a maestro at managing his emotions, making him highly effective and consistently outshining N. P. Shankar. Mani had a knack for analyzing mobile-based FFR before Joint Field Work and loved giving feedback, playing coach and mentor to his team.
A digital marketing enthusiast, Mani regularly wrote blogs about product and industry knowledge. His team devoured these blogs, and their technical skills soared. Mani’s Digital Quotient (DQ) kept climbing like a mountain goat on a steep hill.
In contrast, Shankar despised digitalization. He wouldn‘t touch modern skills with a ten-foot pole, and his DQ was abysmal.
Mani, ever the curious cat, lived by Albert Einstein’s words: “I have no special talents. I am only passionately curious.” Mani excelled at blending cognitive abilities with emotional understanding. He could influence and motivate because he grasped what truly mattered to people and communicated brilliantly.
His authenticity and integrity made him a natural leader. Flexible, creative, and resilient, Mani was the go-to guy during challenges and setbacks. Popular and respected, Mani‘s trajectory shot him to Second-line Manager in just two years. In the end, it wasn‘t just about being smart; it was about being smart with people.
Mani had it all: the brain, the heart, and the curiosity to keep growing. Shankar might have had the IQ of a genius, but Mani had the winning combination to truly lead.
His authenticity and integrity made him a natural leader.
He was flexible and creative when faced with a challenge, and resilient in the face of temporary defeats. He was well-liked and well-respected and was promoted as a Second-line Manager in just two years.
Mani replaced Natarajan who went on an international assignment. N. P. Shankar was now reporting to Mani.
Case Study – Using Emotional Intelligence
In a very fast growing and progressive company, Moon Pharmaceutical Industries Ltd., the General Manager (Sales & Marketing) S.S. Sunderesh Iyer selected Mahendra Singh Chauhan as their Area Manager at Jaipur, despite the negative feedback from the market about his past history of poor interpersonal relations with his reportees and low emotional quotient.
Hari Kishan Dhawan, the National Sales Manager, cautioned Sunderesh Iyer about Mahendra Singh. Sunderesh replied, “Yes, Hari Kishan, his tone might be harsh, but I’ve seen how well he connects with key opinion leaders. In my opinion, he is the best candidate we have. Let’s give him a chance. If he can build strong relationships with doctors, he can surely do the same with his teammates. You have a tough job ahead – to help Mahendra Singh improve and fit in. And I have full confidence in you.”
Moon Pharma had planned a seminar of the consulting physicians of Kota to launch a new product, Regulip, for the management of dyslipidemia. Dhawan had also planned to attend the seminar.
Upon arrival, Chauhan informed Dhawan of the situation. Shortly after, FMRAI activists approached Dhawan and demanded he come to their office immediately. Dhawan smiled and politely declined, saying, “I understand the issue, but I am here for field work. I will not meet you now as I will be in the field within 10 minutes. I would be happy to meet the office-bearers outside working hours, at my hotel.
Dhawan’s assertive yet pleasant tone conveyed his professionalism and seriousness. They agreed to meet him two days later, on Sunday.
Dhawan observed Chauhan closely over the next two days, including during the seminar. He was impressed by Chauhan’s relationships with key opinion leaders and recognized his potential value to Moon Pharma. On Sunday, FMRAI leaders met with Dhawan to discuss Chauhan’s past, referring to him as “the sack master‟ and requested
his immediate termination. Dhawan listened attentively and, at the end, responded, “I appreciate your concern for Narendra. However, based on Chauhan’s record with his previous employers, I will not terminate him.” He added, “I also assure you that all Moon Pharma field staff will be treated fairly and without prejudice. We will show compassion to everyone, but we will not compromise on field work and discipline.”
The meeting concluded positively, with a win-win outcome for all.
Later, Dhawan asked Mahendra, “Do you know who a compassionate leader is?” He then explained, “A compassionate leader values people and is receptive and responsive to criticism. People often confuse compassion with kindness. Sometimes, a compassionate leader must be firm to be truly compassionate, such as when giving honest feedback to sensitive individuals.
A compassionate leader communicates openly, is flexible, shows emotions, and leads by example. They understand people, treat them fairly, and appreciate their efforts, even when they are not perfect.”
Dhawan continued, “Mahendra, I’ve noticed your excellent relationships with external customers, such as doctors and retail pharmacists. However, I’m concerned about your interactions with our internal customers, the Medical Representatives. It seems they have significant issues with you.
Reflect on the reasons behind your successful relationships with external customers. The answer likely lies in your ability to perceive, control, and evaluate their emotions. Apply this same approach to your interactions with internal customers.
Now, tell me how you plan to improve your performance over the next six months.”
The bottom line is clear: District Managers in the 21st-century marketplace must build workplaces that nurture positive emotional states. First-line Leaders who master this will thrive in the new and more demanding globalized marketplace. FLLs must blend IQ, AQ, CQ and DQ with EQ for exponential career success.
In conclusion, mastering the five key intelligences—Acquired Intelligence, Business Intelligence, Curiosity Intelligence, Digital Intelligence, and Emotional Intelligence — are essential for success in pharmaceutical sales and marketing.
Acquired Intelligence enables professionals to continuously learn and adapt. Business Intelligence provides insights for strategic decision-making. Curiosity Intelligence drives innovation and exploration. Digital Intelligence equips individuals with the skills to leverage technology effectively. Emotional Intelligence fosters strong relationships and effective communication with internal and external stakeholders.
By embracing and developing these give types of intelligences, professionals can navigate the complexities of the pharmaceutical industry, achieve outstanding results, and contribute significantly to their organizations’ growth and success. Ultimately, these intelligences form a comprehensive foundation for personal and professional excellence in a dynamic and competitive field.
