In his search for the specific cognitive skills that determine success in the business environment, Menkes has developed a new theory of intelligence that counters other methods and theories of management effectiveness "that are gravely inadequate when it comes to differentiating business talent." Throughout his book, Menkes describes what Executive Intelligence is, how other theories confuse and distract managers from focusing on key performance criteria, how Executive Intelligence can be tested and measured, and how it can be taught.

To demonstrate the essential role Executive Intelligence plays in business, Menkes cites examples from numerous industries. While detailing how a lack of Executive Intelligence is a pervasive problem for many companies, he describes CEO Roger Smith’s decision to automate production at General Motors to address labor-relations and plant-efficiency problems. Instead of improving plant productivity, Smith’s decision lost GM market share and reduced plant productivity. Menkes writes that Smith failed to question the underlying assumption that robots equal cheaper cars, and failed to anticipate the unintended consequences of his initiative, which included severely limited flexibility and less ability to change product lines.

By identifying the importance of critical thinking in dozens of real-life business scenarios, Menkes provides many valuable lessons that show top executives how to find the most effective solutions to their toughest managerial challenges. His chapters on measuring intelligence and test formatting offer readers specific ways they can apply his advice when evaluating the people they want to run their organizations. Copyright © 2006 Soundview Executive Book Summaries