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Chapter One

Part One: Making The Invisible Visible

In today's workplace, an individual cannot become a star executive without possessing a unique type of business "smarts" that we call Executive Intelligence. Historically, business "smarts" has been a bit like the word "indecency." As Supreme Court Justice Potter Stewart once said when asked to define the latter, "I can't tell you what it is, but I know it when I see it."1 Still, we have all caught glimpses of this kind of intelligence, even in everyday situations, as the following example illustrates.

A truck was jammed underneath a highway overpass, and the fire department and a tow-truck driver were attempting to free the vehicle. But despite their earnest efforts, the truck remained stubbornly lodged. A motorist, annoyed by the delay, approached the fire chief and asked what the problem was. "The bridge is not high enough," the chief responded impatiently, "so the truck is wedged, and we're having trouble getting it out."

The gentleman responded, "It seems like the problem is that the truck is not low enough to get through." The fire chief laughed. "Yes, I guess that's another way to say it." The motorist persisted, "What I mean is, why don't you make the truck lower by letting the air out of the tires." Ten minutes later the truck was freed from the tunnel and traffic was moving again.

This kind of logic often appears to observers to be as clever as a magic trick—a mysterious act with an impressive outcome. But just seeing the result does not get us any closer to understanding how the feat was accomplished. And if you do not know how the trick was performed, you cannot replicate it or teach it to others.

To create a useful understanding of the concept of business "smarts," we need to pull back the curtain and show how the magic trick is done. What's more, we need a consistent and reliable way to recognize and measure this kind of intelligence if we are to develop it in ourselves and also ensure that decision-making responsibilities are assigned to those best qualified to handle them.

So how do we define Executive Intelligence? In its simplest form, it is a distinct set of aptitudes that an individual must be able to demonstrate in three central contexts of work: the accomplishment of tasks, working with and through other people, and judging oneself and adapting one's behavior accordingly.

On the job, executives are constantly pursuing a variety of goals. They must decide which tasks to accomplish, in what order to do them, and how best to carry them out. They must find ways to meet their goals through the efforts of and cooperation with other people. And always they must actively evaluate themselves, identify their own errors, and make adjustments to correct them.

The more proficient an individual is in all three of these areas, the higher his or her level of Executive Intelligence. Obviously, Executive Intelligence does not consist of a single ability or isolated skill. Rather, it is a blend of critical aptitudes that guide an individual's decision-making process and behavioral path.

Executive Intelligence has its roots in what is commonly known as critical thinking, but it is not the same as the abstract-logic and reasoning skills often associated with that subject. Instead, it is an expanded and applied type of critical thinking; specifically it is how an individual skillfully uses the available information as a guide to thought and action.

This type of intelligence permeates every aspect of managerial work. A close analysis reveals a set of consistent, interrelated skills that form the very foundation of smart executive behavior. In a sense, the theory of Executive Intelligence pulls back the curtain and reveals the magic behind exceptional leadership performance.

We will go into greater detail about the components of the three areas of Executive Intelligence—tasks, other people, and oneself—later in the book. But the following examples will give you an idea of the essential role Executive Intelligence plays in business.

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Excerpted from Executive Intelligence: What All Great Leaders Have by Justin Menkes
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