Research has shown that one's level of intelligence is the single most predictive component of professional success - better than any other ability, trait, or even job experience. Yet, too often, employees are selected because of their likeability, presence, or charisma.

The principles that make someone a master in the chief executive role deal with whether or not they can thrive in an environment of ongoing duress, and teach others how to do so.

One of the capabilities, which seems to be the most difficult for aspiring leaders to maste is realistic optimism. It requires one to recognize that our experience of life is largely up to us, that our situations, good or bad, are largely due to our ability on a moment-to-moment basis to capitalize on opportunity. Those that approach life as if it is largely outside of their own control, or that others are largely to blame for their circumstances, generally find growth elusive.

Often people freeze under severe pressure, but that says nothing about their ultimate capability- only their level of preparation.

CEOs must master three essential attributes, realistic optimism, subservience to purpose, and finding order in chaos. One's capacity in each determines their ability to cope with today's business environment.

Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.

Business schools need to help students learn how to thrive under pressure. To understand themselves and their psychological vulnerability that might inhibit their ability to be effective in roles that involve ongoing complexity and duress. Preparation is essential.