Why the Smartest Isn't Always The Winner

I've worked with all types of people. From elite college-graduated brainiacs to street-smart hustlers, I've seen how different levels of raw intelligence play out in the business world. And let me tell you, the correlation between being smart and being successful is not as straightforward as most people think.

A razor-sharp mind can help you analyse complex problems and come up with innovative solutions. But when it comes to actually running a successful business or being the most valuable employee, there's a lot more to it than just being the smartest person in the room.

The Problem With Brilliant Minds

In fact, I've found that sometimes the most brilliant individuals tend to overanalyse every decision, getting caught up in the details and losing sight of the bigger picture.?

They see so many potential paths forward that they can struggle to choose one and commit to it. Less intelligent individuals, on the other hand, might just pick a path and start moving, even if it's not the optimal choice.

There's a big misconception that entrepreneurial success is all about being the smartest person in the room. But in reality, it's more about tenacity, risk tolerance, and the ability to sell your vision. Some of the most successful founders I know are certainly smart, but they're not necessarily intellectual giants. What sets them apart is their willingness to take bold action, learn from failure, and persevere in the face of daunting odds.

Many times, I've observed workers with ordinary intelligence surpass their supposedly genius colleagues. Their success often stems from an innate ability to manage relationships, convey ideas clearly, and accomplish tasks efficiently without obsessing over perfection. They may not have the raw mental horsepower of their high-IQ colleagues, but they often have the practical skills and emotional intelligence to thrive in a collaborative environment.

Rethinking Smarts

Now, I'm not saying intelligence is irrelevant. But I do think it's time to broaden our definition of what makes for a great business mind. We need to recognise that there are multiple forms of intelligence, each with its own unique value in the business world.

We need big-picture, strategic thinkers, but we also need emotionally attuned leaders who can bring out the best in their people. We need data-driven decision-makers, but we also need creative visionaries who can see beyond the numbers. We need team members and leaders with high levels of cognitive flexibility, who can shift between different modes of thinking as the situation demands.

As the pace of change accelerates and the problems we face grow more complex, the most valuable minds will be those that can toggle between the analytical and the imaginative—the ones that can zoom in to solve immediate challenges, then zoom out to spot emerging opportunities and threats. These are the leaders who will be able to navigate the uncharted waters of the future, where the old playbooks no longer apply.

Moreover, as AI and automation take over more and more cognitive tasks, the skills that will differentiate top business minds will increasingly be those that machines can't easily replicate – things like creativity, empathy, and contextual awareness. The leaders who can marry their analytical prowess with a deep understanding of human needs and motivations will be the ones who thrive.

Don't get me wrong, I still want the sharpest minds around. But I've learned that raw cognitive power is just one factor in a much larger equation. Give me a team of individuals with diverse talents, a hunger for learning, and a shared sense of purpose, and I'll take them over a pack of isolated geniuses any day of the week.

About the author

Jigar Sagar is an entrepreneur, founder, investor, board-level advisor and mentor with more than 15 years of experience. He frequently writes about the integration of entrepreneurship, technology, and innovation to educate and empower entrepreneurs.