Those who have high business acumen display specific, identifiable cognitive skills that permit them to perform better than their peers. Once we understand that street smarts is skill-based, we can measure it, compare it, and improve it in the general population.

The development and/or revelation of a CEO's potential for great leadership requires slow escalations of experiences that involve pressure, each time given the tools to succeed. Successful experience breeds confidence, as well as an eventual restlessness to try more.

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.

The central premise of great leadership is recognizes that fundamental fact, that not of us are fixed entities, and taking responsibility for making sure that we bring out our people's best selves.

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.

We often say that someone has exceptional political or social savvy, but what specific cognitive skills allow these people to handle interpersonal situations so effectively? Typically, socially skilled people are exceptional at recognizing underlying agendas, anticipating the probable effects and likely unintended consequences of a chosen course of action. These specific capabilities determine one's "people smarts."

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.