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Executive Intelligence Essentials

Executive intelligence involves critical thinking skills and the ability to solve problems, understand people, and evaluate oneself. Critical thinking is the most significant skill, allowing CEOs to consider business choices and comprehend topics. Executive intelligence also includes getting smart in three categories: accomplishing tasks through six cognitive skills like examining assumptions; working with others through six talents to understand interpersonal situations; and self-evaluation using five abilities like detecting personal biases. Examples are provided of companies that succeeded or could have benefited from stronger executive intelligence skills.

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Rabeea Umair
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71 views2 pages

Executive Intelligence Essentials

Executive intelligence involves critical thinking skills and the ability to solve problems, understand people, and evaluate oneself. Critical thinking is the most significant skill, allowing CEOs to consider business choices and comprehend topics. Executive intelligence also includes getting smart in three categories: accomplishing tasks through six cognitive skills like examining assumptions; working with others through six talents to understand interpersonal situations; and self-evaluation using five abilities like detecting personal biases. Examples are provided of companies that succeeded or could have benefited from stronger executive intelligence skills.

Uploaded by

Rabeea Umair
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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OB and HRM

Assignment 3
Name: Rabeea Umair
ID: 19U00518
Section: B

Question: From the reading, “Hiring for Smarts”, share the key idea and then briefly
explain the skills that makeup executive intelligence?

Much has been said about leadership personality and style, but intellect, the most important
quality in executive success, is often overlooked. Any manager's principal role in any business is
to think critically, and a leader's capacity to do so is primarily dictated by his or her intellect.
However, until recently, the only valid measure of intelligence was the traditional IQ test, which
assesses the cognitive abilities required for academic accomplishment rather than corporate
success.
In this paper, Justin Menkes contends that excellent leadership and management are marked by
quantitative intelligence. He defines Executive Intelligence as the capacity to solve problems,
understand people, and evaluate oneself that corporate leaders need to achieve at the highest
level. For the first time, he also shows how to use tools to measure these attributes as a predictor
of CEO effectiveness.
Discussing the skills that constitute the executive intelligence, the most significant is critical
thinking. Management scholars and practitioners have long recognized that corporate executives
must be able to think critically. Successful CEO’s consider critical business thinking as the
foundation of executive intelligence. An example of a business choice that may have benefitted
from excellent critical thinking to better comprehend this topic is the introduction of Segway
Human Transporter. It was hailed as the start of a revolution in human mobility. Despite the
fanfare, the Segway has received a tepid response from consumers and has had little impact on
urban mobility because of misjudgment of market potential, high cost and low demand.

Then comes getting smart. We can distinguish the many types of executive job and the specific
skillsets that a manager must possess in each. All management work is divided into three
categories: Accomplishing tasks, working with and through others, and self-evaluation and
behavior adaptation. In the first category which is job completion, six fundamental cognitive
skills are used by competent leaders to make judgments. Examining fundamental assumptions
and predicting likely unexpected outcomes are two of them. Writer provided the example of
General Motors and Thoratec Corporation to prove his point. The second category deals with the
leader's executive intelligence in relation to people which should center on six fundamental
cognitive talents that enable the leader to understand and negotiate the intricacies of
interpersonal situations with intelligence. The examples of Boeing company and Sutter Health
CEOs were given. The third category is judging oneself. This involves that effective CEOs must
be able to examine their own ideas and conduct critically. This requires the use of five
fundamental cognitive abilities, including detecting personal biases or limits in one's perspective,
seeking feedback that may disclose a judgement error, and making relevant corrections. When
questioned, it's normal for individuals to get defensive, but a great leader must be able to
examine his or her views, compare them to those of others, and alter them as needed. Failure to
do so might leave a firm extremely exposed to market shifts. Justin Menkes gave examples of
Rubbermaid and Cedars Sinai to support his point of view.

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