单项选择题

When successful corporate executives are asked how they got where they are, a common answer is, "I was lucky — I was in the right place at the right time" or, "I was working with someone who took me under his wing". No question, luck always plays a role. But "fortune favors the prepared mind". Corporate climbers most likely to succeed make the best use of their brains and personality. For most of the 20th century, intelligence meant IQ, measured by tests that focused on memory, logic, and analysis. However, the work of some psychologists describes other kinds of intelligence. Goleman popularized the concept of emotional intelligence as having to do with self-control, self understanding and empathy. Sternberg contrasted analytic intelligence with practical intelligence or street smarts and creative intelligence which includes imagination and aesthetic sensibility. Analytic intelligence — the kind that gets you high scores on the SAT or graduate record exam — used to be the major ticket to higher education and the academic credentials essential to getting hired and moving up in a company. Of course, street smarts were always useful for knowing who to trust and whom to follow. But as companies put a higher value on teamwork and customer relationships, interpersonal skills and emotional intelligence become more important. As the market demands continual innovation, creative intelligence — imagination and design capability — makes a difference. Besides, you need to have the brains that make you an effective leader: strategic intelligence. Strategic intelligence combines aspects of analytic, practical and creative intelligence. It includes the ability to see future trends, the ability of systems drinking, to view parts in relation to the whole, focusing on how parts interact and evaluating them in relation to how well they serve the system’’s purpose, the ability to design an organization as a social system, and the ability to motivate people to power that organization. Strategic intelligence, especially systems thinking, is in much shorter supply than the other kinds of intelligence. Good leadership today requires all of these intellectual capabilities. But it is one thing to know what’’s right, it’’s another to take risks or do what is right even when there is no guarantee of success. What would be the best title for the passage