http://hbswk.hbs.edu/pubitem.jhtml?id=5124&t=operations
| Regarding tasks, intelligent leaders: | Regarding people, intelligent leaders: | Regarding themselves, intelligent leaders: |
|---|---|---|
| appropriately define a problem and differentiate essential objectives from less-relevant concerns. | recognize the conclusions that can be drawn from a particular exchange. | pursue feedback that may reveal errors in their judgments and make appropriate adjustments. |
| anticipate obstacles to achieving their objectives and identify sensible means to circumvent them. | recognize the underlying agendas and motivations of individuals and groups involved in a situation. | recognize their personal biases or limitations in perspective and use this understanding to improve their thinking and their action plans. |
| critically examine the accuracy of underlying assumptions. | anticipate the probable reactions of individuals to actions or communications. | recognize when serious flaws in their ideas or actions require swift public acknowledgment of mistakes and a dramatic change in direction. |
| articulate the strengths and weaknesses of the suggestions or arguments posed. | accurately identify the core issues and perspectives that are central to a conflict. | appropriately articulate the essential flaws in others' arguments and reiterate the strengths in their own positions. |
| recognize what is known about an issue, what more needs to be known, and how best to obtain the relevant and accurate information needed. | appropriately consider the probable effects and possible unintended consequences that may result from taking a particular course of action. | recognize when it is appropriate to resist others' objections and remain committed to a sound course of action. |
| use multiple perspectives to identify probable unintended consequences of various action plans. | acknowledge and balance the different needs of all relevant stakeholders. |
Excerpted with permission from "Hiring for Smarts," Harvard Business Review, Vol. 83, No. 11, November 2005.
