Executive Intelligence | LeadershipTraction

❝ It turns out that there are specific cognitive aptitudes that to a large extent determine whether an executive succeeds or fails.❞ - Justin Menkes

LeadershipTraction frames much of its work in the context of the research of Justin Menkes, author of Executive Intelligence, who identified three ‘central contexts’ that anyone in a supervisory, managerial, or leadership capacity – or with such aspirations – must focus on to be truly successful:

The Accomplishment Of Tasks
Working With And Through Other People
Accurately Judging Yourself And Adapting Your Behaviors Accordingly

Most executives are already fairly proficient in the first context – The Accomplishment of Tasks. Indeed, they’d likely never have been promoted into the executive ranks if they weren’t. Yet, even as just a review, leaders still benefit when LeadershipTraction sharpens their abilities to:

Appropriately 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 the strengths and weaknesses of the suggestions or arguments posed by others.
Recognize what is known a bout an issue, what more needs to be known, and how best to obtain the relevant and accurate information needed.
Use multiple perspectives to identify likely unintended consequences of various action-plans.

Many are capable in the second domain – Working With And Through Other People –, but meaningful improvements typically result from LeadershipTraction getting them to more consistently:

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.

The third domain – Accurately Judging Yourself and Adapting Your Behaviors Accordingly – is the often the trickiest to improve upon because it’s the most personal. Yet, LeadershipTraction has a proven track record of having the meaningful type of dialog that enables executives, vice presidents, directors, middle-managers, and up-and-coming new leaders:

Pursue and encourage feedback that may reveal an error in judgment and them name 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 it is appropriate to resist the objections of others and remain committed to a sound course of action.

The bottom line is that this is the “stuff” that determines if a leader will thrive … or fail – and by extension, whether a work group, team, department, division, or company will thrive or fail.

Learn more from the Self Study Materials on Becoming a More Influential Leader provided in the LeadershipTraction website.