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…research suggests very strongly… that the link between intelligence and high achievement isn’t nearly as powerful as we commonly suppose.

…research tells us that intelligence as we usually think of it – a high IQ – is not a prerequisite to extraordinary achievement.

…research finds that in many fields the relation between intelligence and performance is weak or nonexistent; people with modest IQs sometimes perform outstandingly while people with high IQs sometimes don’t get past mediocrity.

…beware… when people seem so smart that you can’t understand a word they say…

…general intelligence and practical intelligence are ‘orthogonal’; the presence of one doesn’t imply the presence of the other.

Cultural legacies matter, and once we’ve seen the surprising effects… it’s hard not to wonder how many other cultural legacies have an impact on our twenty-first-century intellectual tasks.

…it is extraordinarily important to bring the intellectual power of all relevant parties to this sharpening process [of identifying a strategic inflection point].

For leaders, having emotional intelligence is essential for success.

As a leader, your best move is to intentionally not be the smartest person in the room.

The ability to identify the simply core needs of a project or mission does usually demand intellectual acuity.