Only recently have we begun to understand the specific cognitive skills that contribute to business success and how to measure them. Hopefully, this insight will allow us to more keenly focus our attention on indentifying and cultivating decision-making abilities in the executive population.

The intelligence gap is essentially a shortage of executives with superior thinking skills who are needed by every business, as compared with the number of decision-making positions available.

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.

We never ask candidates to demonstrate their skill. We ask lots of questions about past experience, but simply looking at the results of their decisions does not let us understand the process that they used to make the choice in the first place. A good analogy is sports. If you wanted to know how well a person plays basketball, for example, you could look at statistics like shooting percentage or blocked shots. But, this is just an historical account of how well the individual played in the past - the numbers do not tell us much about how that individual plays basketball now.

In a business setting, one's intelligence is crucial. Many problems faced by today's executives are unique and ill-defined. So, one's ability to analyze information and render a decision based upon the probability of success is imperative. What it comes down to is that all the knowledge in the world is useless if one has no means of processing and applying it. Organizations run on the brainpower of their people.

Individuals with high executive intelligence cannot reach their potential unless surrounded by others with a similar level of skill. Without a concerted effort on the part of businesses to seek out those with exceptional decision-making abilities, the gap between who businesses actually need, and who they hire and promote, will remain wide.

There are certain principles, all of which center around building systems and practices that teach workforces how to internalize and master these three attributes, that are realistic optimism, subservience to purpose, and finding order in chaos. Its important to note than one never fully masters them, the pursuit lasts a lifetime, but it is a very gratifying pursuit.