Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the Top - And How to Manage Them
- 2h 27m
- David L. Dotlich, Peter C. Cairo
- John Wiley & Sons (US)
- 2003
If any of the following behaviors sound like you or someone you work with, beware! In Why CEOs Fail, David L. Dotlich and Peter C. Cairo describe the most common characteristics of derailed top executives and how you can avoid them.
- Arrogance—You think that you’re right, and everyone else is wrong.
- Melodrama—You need to be the center of attention.
- Volatility—You’re subject to mood swings.
- Excessive Caution—You’re afraid to make decisions.
- Habitual Distrust—You focus on the negatives.
- Aloofness—You’re disengaged and disconnected.
- Mischievousness—You believe that rules are made to be broken.
- Eccentricity—You try to be different just for the sake of it.
- Passive Resistance—What you say is not what you really believe.
- Perfectionism—You get the little things right and the big things wrong.
- Eagerness to Please—You try to win the popularity contest.
About the Authors
David L. Dotlich, former Executive Vice Presidnet of Honeywell International and Groupe Bull, is a partner of CDR International and coauthor of Action Learning (Jossey-Bass, 1998), Action Coaching (Jossey-Bass, 1999), and the breakthrough best-selling book Unnatural Leadership: Going Against Institution and Experience to Develop Ten New Leadership Instincts (Jossey-Bass, 2002). He is a business adviser, educator, and coach to top executives in many global corporations.
Peter C. Cairo is a partner of CDR International and member of the faculty of Columbia University Business School Executive Education. He has worked with many companies in the areas of leadership development, executive coaching, and organizational effectiveness. He is coauthor with David Dotlich of Action Coaching and Unnatural Leadership, both from Jossey-Bass.
In this Book
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Why CEO’s Fail—The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them
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Foreword
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Foreword
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Introduction
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Arrogance—You’re Right and Everybody Else Is Wrong
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Melodrama—You Always Grab the Center of Attention
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Volatility—Your Mood Shifts Are Sudden and Unpredictable
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Excessive Caution—The Next Decision You Make May Be Your First
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Habitual Distrust—You Focus on the Negatives
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Aloofness—You Disengage and Disconnect
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Mischievousness—You Know That Rules Are Only Suggestions
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Eccentricity—It’s Fun to Be Different. Just for the Sake of It
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Passive Resistance—Your Silence Is Misinterpreted as Agreement
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Perfectionism—You Get the Little Things Right While the Big Things Go Wrong
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Eagerness to Please—You Want to Win Any Popularity Contest
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Why CEOs Succeed
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Bibliography
