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Executive Intelligence by Justin Menkes
Forget "Emotional Intelligence." Menkes, cofounder of the Executive Intelligence Group, says personality and style are only tangentially related to an executive's performance. True leaders, he writes, possess a set of specific cognitive aptitudes--defined by him as executive intelligence--that determine whether they'll succeed. These include recognizing others' agendas and motivations, acknowledging one's own biases and limitations, and considering both the probable effects and the unintended consequences of a course of action. At times, Menkes's 306-page book reads like a long sales pitch, but it's supported by eight years of research and interviews with leaders like Jack Welch and Avon's Andrea Jung.
The Google Story by David A. Vise and Mark Malseed
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This isn't the first book to take readers "behind one of the most remarkable Internet successes of our time" (John Battelle's "The Search," about Google and its rivals, came out in September). But it may be the most detailed account of the spectacular rise of the seven-year-old search engine. Vise and Malseed offer a behind-the-scenes look, from the first meeting of its cofounders, Sergey Brin and Larry Page, as Ph.D. candidates at Stanford to their company's latest projects like building a genetic database and creating a virtual library. When CEO Eric Schmidt reiterates the cofounders' ultimate goal--getting all the world's information online--at the end of the 326-page book, you might start to believe it.
It Takes a CEO by Leo Hindery
Hindery--who's been CEO of major media companies like AT T Broadband and TCI--says the point of his 192-page book isn't that CEOs are omniscient (they're not) but that they have a "special role to play in our society." And he says they're not fulfilling it. By shipping jobs overseas, cutting employee health benefits or occasionally cooking the books, not only are CEOs hurting U.S. workers, but society, too, as the ranks of the jobless and uninsured swell. To change course, he argues, it will take a new kind of leader who's honest, accountable and willing to think about long-term consequences. Hindery admits that few CEOs meet all 19 qualities on his checklist. But the list gives executives something to aspire to.
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