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Executive Intelligence: What All Great Leaders Have Paperback – November 28, 2006

by Justin Menkes (Author)
4.1 4.1 out of 5 stars 76 ratings
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The final word on what traits make for highly successful managers—and a detailed explanation of how to identify potential standout performers.

Executive Intelligence is about the substance behind great leadership. Inspired by the work of Peter Drucker and Jim Collins, Justin Menkes set out to isolate the qualities that make for the 'right' people. Drawing on his background in psychology and bolstered by interviews with accomplished CEOs, Menkes paints the portrait of the ideal executive.

In a sense, Menkes's work reveals an executive IQ—the cognitive skills necessary in order to excel in senior management positions. Star leaders readily differentiate primary priorities from secondary concerns; they identify flawed assumptions; they anticipate the different needs of various stakeholders and how they might conflict with one another; and they recognise the underlying agendas of individuals in complex exchanges.

Weaving together research, interviews and the results of his own proprietary testing, Menkes exposes one of the great fallacies of corporate life, that hiring and promotion are conducted on a systematic or scientific basis that allows the most accomplished to rise to their levels of optimal responsibility.

Finally, Menkes is a passionate advocate for finding and employing the most talented people, especially those who may have been held back by external assumptions.

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Previous page
  1. Print length
    336 pages
  2. Language
    English
  3. Publication date
    November 28, 2006
  4. Dimensions
    5.31 x 0.76 x 8 inches
  5. ISBN-10
    9780060781880
  6. ISBN-13
    978-0060781880
  7. See all details
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Editorial Reviews

Review

“Menkes offers a stimulating analysis of an important topic.” — BusinessWeek

“Executive Intelligence offers real insights into what differentiates the great leaders from the pack.” — Kevin Sharer: Chairman, President & CEO of Amgen, Inc

Menkes does a great job of dissecting executive intelligence -- the ability to analyze and solve problems in a business environment.” — James M. Kilts, Chairman, President & CEO, The Gillette Company

“Executive Intelligence” is a breakthrough.” — Noel M. Tichy, Professor, The Ross School, University of Michigan and author of Cycle of Leadership

“This will transform the way companies hire, promote and evaluate senior-level employees. It is nothing less than a revolution.” — James M. Citrin, board director and practice leader, Spencer Stuart, and coauthor of the national bestsellers The 5 Patterns of Extraordinary Careers and You’re in Charge, Now What

“Justin Menkes has provided a useful guide for helping to identify the people you want to bet your company on.” — Ed Breen, Chairman & CEO, Tyco International Ltd.

About the Author

Justin Menkes is a managing director of the Executive Intelligence Group (EIG), a leading provider of executive assessment services to global corporations. EIG is an exclusive partner of Spencer Stuart, the world's preeminent executive search firm. Menkes created the Executive Intelligence Evaluation, used by businesses to identify, develop, and hire effective leaders. Menkes is internationally recognized for his expertise in managerial assessment and has written for the Harvard Business Review. He lives in Los Angeles.

Product details

  • ASIN ‏ : ‎ 0060781882
  • Publisher ‏ : ‎ Harper Business; New edition (November 28, 2006)
  • Language ‏ : ‎ English
  • Paperback ‏ : ‎ 336 pages
  • ISBN-10 ‏ : ‎ 9780060781880
  • ISBN-13 ‏ : ‎ 978-0060781880
  • Item Weight ‏ : ‎ 9 ounces
  • Dimensions ‏ : ‎ 5.31 x 0.76 x 8 inches
  • Customer Reviews:
    4.1 4.1 out of 5 stars 76 ratings

About the author

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Justin Menkes

Justin Menkes

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Dr. Menkes

Coach for Chief Executives

Justin Menkes of Ventura Partners has built a reputation as a thought leader with deep expertise in coaching Chief Executives. Recruited by Spencer Stuart in 2002, Justin helped create the Assessment and Board Advisory Practice at the firm, nurturing its growth while personally leading key assignments.

Justin has been featured multiple times in Harvard Business Review (as well as in a New Yorker article written by Malcolm Gladwell). His books are currently published in 28 languages, and include: Executive Intelligence, which was a Wall Street Journal bestseller, and Better Under Pressure (published by Harvard Business Review Press in 2011). He continues to serve as an adjunct faculty resource for Harvard Business School.

After graduating with honors from Haverford College and receiving an M.A. in Psychology from the University of Pennsylvania, he went on to complete his doctoral work at Claremont Graduate University, studying under the late Peter Drucker. He holds a Ph.D. in Organizational Behavior from Claremont Graduate University.

Contact: justin@ventura-partners.com

Customer reviews

4.1 out of 5 stars
4.1 out of 5
76 global ratings

Top reviews from the United States

Ronald T. Jacobs
5.0 out of 5 stars Great book for assessing yourself and your bosses
Reviewed in the United States on May 27, 2007
Verified Purchase
I simply loved this book! The author states clearly and succinctly what makes up Executive Intelligence and that is task, people, and self. Through these three cognitive skills a person can gauge oneself or his boss. This is very powerful because you can discover blind spots and hidden strengths both in yourself and those you work for.

I would use these techniques in sizing up my competition.
3 people found this helpful
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TJ Holloway
4.0 out of 5 stars Good exploration of mental faculties
Reviewed in the United States on August 30, 2016
Verified Purchase
This is a solid read for executives and those that aspire to reach executive heights. The exploration of intelligence vs. Knowledge is one that has been around for centuries, and this text provides some good ideas to use in moving the conversation forward in today's board rooms. Definitely worth the read. Flooded with real world examples that solidify Menkes points and gives confidence in his conclusions.
One person found this helpful
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Ajit K Menon
5.0 out of 5 stars Five Stars
Reviewed in the United States on February 23, 2015
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Its an outstanding book written in a very concise way !!!!!
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Jack J.
3.0 out of 5 stars Intelligence + Personality = The Best Bet!
Reviewed in the United States on March 17, 2006
I read "Executive Intelligence" and have a few comments. First, as an industrial-organizational psychologist with 25 years of experience in the test-publishing industry, and as a journal editor who has published many articles on executive assessment, I would like to address the two basic premises of his article; namely, (1) that the best predictor of executive performance is intelligence, and (2) no credible intelligence test exists that is relevant to leadership assessment.

There are many types of intelligence, ranging from traditional academic measures of IQ to job-related measures of intelligence to measures of practical or streetwise intelligence. Intelligence is a strong predictor of leadership performance, but the collective psychological research does not suggest that intelligence is a stronger predictor than relevant personality traits on all measures of performance. For example, my research indicates that intelligence really does not predict ethics, while personality variables do predict ethics. I recently analyzed over 20 cases of senior-level executives who were either fired or arrested for ethical and even legal violations, and they were all brilliant people, they just had a wayward personality when it came to integrity! Also, intelligence does not identify if an executive has a tendency to avoid his/her employees and customers, while a personality test can predict this type of costly avoidance behavior. Therefore both types of measurement systems - intelligence testing and personality assessment - typically are needed to ensure the hiring and retention of a successful and not just an intellectually competent leader.

Despite Menkes' position that no relevant measure of intelligence exists for the selection of business leaders, many members of the Association of Test Publishers already offer a wide variety of intelligence tests that are being successfully applied in work settings. At IPAT, we have combined job-related measures of personality with a measure of intelligence to assess a leader's "intellectual efficiency." Many of the most successful leaders not only have higher levels of intelligence, on average, but they also are able to think quickly and accurately under pressure. If a leader is extremely intelligent but is not resilient, then the benefits of having a high IQ can be compromised. Additionally, some people with high IQs lack leadership traits such as self-confidence and assertiveness and aren't effective in getting their intelligent positions implemented. Finally, many intelligent leaders often derail because of personality flaws and blind-spots.

Psychological testing assesses executive potential best when measures of both mental ability and work-related personality are used. By focusing on a test battery that includes both assessment strategies, stronger, more successful leaders can be hired, developed, and retained.

John W. Jones, Ph.D.

President

IPAT, Inc.

Savoy, Illinois

[...]
14 people found this helpful
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LD
4.0 out of 5 stars It just makes sense
Reviewed in the United States on September 7, 2013
Verified Purchase
If you ever wondered why some executives hit the mark whilst others display great people skills, or appear intelligent whilst failing to deliver, "Executive Intelligence" will clarify what, deep down you already knew.

My one criticism of the book is the middle third spends too much time proving why other assessment methods are not as good - skip this section!
3 people found this helpful
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Gretchen Gottlich
5.0 out of 5 stars Good Seller.
Reviewed in the United States on September 22, 2014
Verified Purchase
Received as promised. Good Seller.
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J.Ilog
5.0 out of 5 stars Understanding the cognitive skills specific to business
Reviewed in the United States on May 23, 2014
The below commenters all give an accurate depiction of this must read, as it book will help one to discern the set of aptitudes that all brilliant leaders share.

The 5 star reviews by AMG "Professor and Director (November 30, 2005), C. Matthews (November 24, 2005), & Andrew R. Milkes (November 22, 2005).

The 4 star reviews by Thomas Duff "Duffbert"(December 3, 2007 He outlines the book's concepts well) & Clifford Jo (January 24, 2006).

The 3 star review by Peter Jeans "PJ" (May 29, 2010.

Each chapter has a summary at the end to help review Menkes' ideas.

With well over 40 concepts that I wrote down to integrate into this review, I will provide a few here.

The narrative of the book: "...there are identifiable cognitive skills that determine how well an executive performs, such as:

Tasks--the abilities to properly define a problem, identify the highest-priority issues, and assess both what is known and what needs to be known in order to render a sound decision.

Others--the abilities to recognize underlying agendas, understand multiple perspectives, and anticipate likely emotional reactions.

Self--the abilities to identify one's own mistakes, encourage and seek out constructive criticism, and adjust one's own behavior."

p.229 provides a lengthy list of individual skills that comprise executive intelligence and expands on the previously mentioned narrative of the book in regards to Tasks, People and Oneself.

On Decision Making: "...brilliant answers can be generated instantaneously or take much more deliberation. And horribly misguided thinking can be delivered even after extensive contemplation. But regardless of the circumstances, speed itself is not the prerequisite for good decisions. It is choosing the appropriate speed for a give circumstance that is one of the most essential components of executive decision-making."

On an executives' raw abilities: "...(these) are central to success...It is the quality of questions executives ask, the skill with which they evaluate the information they are given, and how well they anticipate the likely consequences of actions that distinguish star talent. These abilities are all components of Executive Intelligence, and the best executives rely upon these skills and build organizations that value them. That is how they consistently out-execute their peers."

On application of skills: "...a star executive does not consciously select from a list of skills he or she needs to apply. Instead certain skills come to the forefront as a natural response to the situation at hand. These instantaneous reactions are at the core of executive performance. Regardless of the strategy that has been created... business is never purely linear. Executives must always make necessary strategic corrections or detours. And these decisions happen moment to moment."

On classroom training and thinking skills: "...traditional classroom practices tend to exacerbate the problem of training students to solely memorize content rather than teach them how to skillfully process that information. Studies have shown that teachers typically give students little time to answer a question before providing an answer or turning to another pupil. This practice discourages participants from engaging in reflective thought, which is essential to developing skilled thinking. Students who have to respond quickly have little opportunity to display more than a roe recitation of knowledge....Despite years of schooling they have not developed the thinking skills they need on the job. In fact, quite the opposite has occurred. Over time individuals have been conditioned to respond with immediate answers, relying exclusively on what they have memorized. Upon entering the workplace, they find themselves ill prepared to confront the complex, constantly changing circumstances that surround them. It's like someone who has practiced everyday to run a marathon and then gets to the starting line only to discover that the event is a stock car race."
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M. Costigan
4.0 out of 5 stars Very interesting, but most of the info available online
Reviewed in the United States on August 24, 2015
Verified Purchase
I think this is a very interesting read and I plan to use it as a framework for assessing my own development. However, I didn't get much more from reading this book than I did from previously reading articles by the author that are available online.
2 people found this helpful
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Top reviews from other countries

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Tommas
5.0 out of 5 stars Eye-opener
Reviewed in Germany on June 28, 2013
Verified Purchase
So klar und deutlich werden vermeintlich einfache Zusammenhänge und Wirkungsweisen eben traditionell meist nur von den amerikanischen Autoren dargestellt. Das Buch macht Spaß und ist sicher ein Gewinn für jeden Leser. Dieses Gefühl stellt sich schon nach wenigen Seiten ein. Außerdem muss man nicht perfekt des Englischen mächtig sein, um die Botschaft zu verstehen.
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LInze
4.0 out of 5 stars Academic intelligence of executive behavioral responses. Generally of little ...
Reviewed in Canada on April 2, 2015
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Academic intelligence of executive behavioral responses. Generally of little value on why executives do what they do other than to understand the particular compensation model and the kitchen sink model.
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