Executive Intelligence
by Ken Valenzuela, BeALeader.Net's Chief Editor
I've just read the book "Executive Intelligence" by Justin Menkes, Ph.D. and I would like to share with you the most outstanding ideas that I think the book has.
Menkes' work brings some insights to leaders-wanna-be looking to develop their leadership skills. While it's not an exhaustive set of skills or behaviors to learn, this work sets a new and fresh vision to leadership in organizations.
In my opinion, one of the most valuable ideas in the book is the distinction that the author uses to characterize the executives' jobs. In simple words, Menkes divides the job of an executive in three different areas. These are:
- Tasks : accomplishing tasks.
- People: understanding people.
- OneSelf: judging oneself.
These areas were taken from the work of the professor Robert Stenberg of Yale University, in his book "Practical Intelligence in Everyday Life" where it outlines the contexts in which managers must perform. If someone excels in these three areas simultaneously can easily become a "star executive", therefore I would add, become a leader.
Citing the book, you can say that "Executive Intelligence (EI) consists of a set of consistent, interrelated skills that forms the foundation of smart executive behavior and affects every aspect of professional decision-making".
The good news behind this approach to "leadership" is that the aptitudes or skills these "star executives" possess are not magic. Instead of it, these are measurable and identifiable skills that can be learned.
Menkes found that executives exhibiting EI show the next set of behaviors:
Regarding tasks:- Appropiately define a problem and differentiate essential objectives from less relevant concerns.
- Anticipate likely obstacles to achieving objectives and identify sensible means to circumvent them.
- Critically examine the accuracy of the underlying assumptions being relied on.
- Articulate strengths and weaknesses of the suggestions or arguments posed by others.
- Recognize what is known about an issue, what more needs to be known , and how best to obtain the relevant and accurate information needed.
- Recognize the conclusions that can and cannot be drawn from a particular exchange.
- Recognize the likely underlying agendas and motivations of individuals and groups that are involved in a situation.
- Anticipate the likely emotional reactions of individuals to actions or communications.
- Accurately identify the core issues and perspectives that are central to a conflict.
- Appropriately consider the probable effects and likely unintended consequences that may result from taking a particular course of action.
- Recognize and balance the different needs of all relevant stakeholders.
- Pursue and encourage feedback that may reveal an error in judgment and then make appropriate adjustments.
- Demonstrate an ability to recognize one's own personal biases or limitations in perspective, and use this understanding to improve one's own thinking and plans for action.
- Recognize when serious flaws in one's own ideas or actions require swift public acknowledgement of the mistake and a dramatic change in direction.
- Appropriately articulate the essential flaws in the arguments of others, and reiterate the strengths of one's own position.
- Recognize when is appropriate to resist the objections of others and remain committed to a sound course of action.
