In the most basic terms, organizational intelligence is emotional intelligence at the organizational level. It is a deep understanding of how people, teams and the organization work, and the ability to react appropriately to those factors. Some leadership bases may exist independently of one another, but an effective leader must have organizational knowledge to move the organization forward. Let’s find out how to develop this knowledge, and in the process we will discover what it really is.

One of the most prominent examples of organizational intelligence at work is the ability to develop a give and take with others. The foundations of this go back to the kindergarten playground, where sharing and sharing is a daily rule. But this also means that you should expect to give back if someone in the organization helps you. Along with this goes understanding the agendas of others. An agenda is not necessarily hidden, but involves the motivation and inspiration of another person or team. Is the team moving quickly because your annual incentive is based on that, or do you have multiple projects that need immediate attention? Is the key person you are developing a “give and take” with someone driven by personal recognition or a desire to see the entire organization succeed? As you become more emotionally intelligent as a leader, you will begin to understand the agendas of others.

As we move into group dynamics, you must learn to be political. The word politics, even in its own world, sometimes carries an ugly image, but it doesn’t have to. In organizational politics, you need to be able to network, market yourself where appropriate, and build a fan base. Remember when we discussed influence and persuasion? This is where those skills will come in handy. But the main rule of being a politician is not to let it bother you. Sometimes one person’s politics can be dirty, while another’s can be beneficial to everyone involved. Becoming an organization expert implies understanding this element and seeing politics as a fact of life and not necessarily as a good or bad element.

Another great way to move into organizational intelligence is to learn how to approach several key people or teams appropriately. When you reach out to someone, it might be to ask for help, to challenge them, or to compliment them on a job well done. But you know what works for you won’t work for the next person. For example, you may be the type of person who is embarrassed by being praised a lot in public, while one of your colleagues may gain energy from praise. Some organizations even use testing methods like Myers-Briggs (MBTI) to determine personality types and develop communication and interaction plans. You don’t have to go that far, but it’s a good idea to keep track of which styles worked with which people.

Now that you’ve seen the good side of organizational intelligence, take a look at the not-so-good side. You may have to deal with disappointment: not all motives are honorable, and some view organizational activity as the competition of a reality show. If you are disappointed, you have to try to find out the person’s motive, as well as what did or did not happen. One more point is that you need to be able to leverage your influence when it’s right to do so: Leaders who constantly put their “two cents” in the ring at the wrong time are considered “bragglers.” Lastly, you must be patient. The process of developing organizational intelligence takes time and, as we have said before, the process of influencing takes time.

How can you acquire organizational knowledge in various areas? Corporate insight requires your keen observation, your patience, and your ability to understand motivation. Many times in communities or community organizations, the smart “bulb” can be turned on when you come to understand how the organization works, either for better or for worse. Knowing your own leadership style and seeking to understand the styles, motivations, and inspirations of others will help you develop an insight that comes from within. Remember to be patient, observe, and keep track of what works in a particular group or team.