By Justin Menkes
the ultimate on what characteristics make for hugely profitable managersвЂ”and a close rationalization of the way to spot capability standout performers.
Executive Intelligence is ready the substance in the back of nice management. encouraged by means of the paintings of Peter Drucker and Jim Collins, Justin Menkes got down to isolate the characteristics that make for the 'right' humans. Drawing on his history in psychology and reinforced by means of interviews with comprehensive CEOs, Menkes paints the portrait of the perfect government.
In a feeling, Menkes's paintings unearths an govt IQвЂ”the cognitive talents useful with a purpose to excel in senior administration positions. celebrity leaders without difficulty differentiate fundamental priorities from secondary issues; they determine unsuitable assumptions; they expect different wishes of varied stakeholders and the way they could clash with each other; they usually understand the underlying agendas of people in complicated exchanges.
Weaving jointly examine, interviews and the result of his personal proprietary trying out, Menkes exposes one of many nice fallacies of company existence, that hiring and promoting are performed on a scientific or medical foundation that permits the main finished to upward push to their degrees of optimum accountability.
eventually, Menkes is a passionate recommend for locating and making use of the main gifted humans, particularly those that can have been held again by way of exterior assumptions.
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Additional info for Executive Intelligence: What All Great Leaders Have
What’s wrong with their billing process? Why does it take them so long to pay? What could I offer to Blue Cross that would assist them? I couldn’t just go to What IS Executive Intelligence—An Overview them and say fix it without any specifics about how our two systems could work better together. I then sat down with Ron Williams of Blue Cross, now with Aetna, and we were able to talk about the fundamental issues. But it wasn’t about fighting with him, or saying Sutter isn’t going to take this anymore.
First, he failed to consider that while labor is indeed expensive and often problematic, relying upon machines alone may not be less so. In ExecutiveIntelligence terms, he failed to question his underlying assumption: robots equal cheaper cars. Even a quick glance at readily available data would have revealed that machines require huge capital expenses and call for highly skilled support technicians. Second, he failed to anticipate the unintended consequences of his initiative: plant automation can severely limit flexibility and the ability to change product lines.
One of Sutter’s largest payers, Blue Cross, was the source of many difficulties that threatened to bankrupt Sutter’s hospitals and physician groups. It was a crucial but delicate issue. “Virtually everyone at Sutter was having a problem with this particular payer. We weren’t getting paid, or we weren’t getting paid on time. ” Johnson was faced with a dilemma: take on Blue Cross in a battle that would risk having his hospitals and physician groups removed from Blue Cross’s list of providers, or sit back and watch much of his network sink into bankruptcy.
Executive Intelligence: What All Great Leaders Have by Justin Menkes