Why CEO's Fail: The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them

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9780787967635: Why CEO's Fail: The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them

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.

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Review:

Take a walk on the dark side of leadership with executive coaches David Dotlich and Peter Cairo. Why CEOs Failsucceeds in tracking the downfall of careers and companies by defining eleven "derailers"--the deeply ingrained personality traits that shape leadership behavior. Among them: melodrama, aloofness, volatility, perfectionism, eccentricity and eagerness to please.

The authors alternate high profile cases (the arrogance of Enron CEO Jeff Skilling, the melodrama of Vivendi Universals’ Jean-Marie Messier, Rick Thoman’s aloofness at Xerox) with compelling case examples from their coaching practice. Each chapter is a gem, illuminating one derailer in concrete and nuanced terms with red warning flags and strategies for damage control. One exceptional chapter explores "mischievousness" in rule breaking leaders including Bill Clinton and Mattel’s Barbie Maven, Jill Barad.

Derailing behaviors can’t be eliminated, the authors warn, because they are the shadow of our strengths. Consider, for example, how charisma can cross the line to melodrama or how decisiveness becomes arrogance. CEOs and leaders-in-waiting must map the stress that triggers derailers and engage in unflinching self-reflection by asking, "What would my worst critics say about my behavior?" Because they counsel leaders to ask these tough and essential questions, Dotlich and Cairo suggest that we approach our leadership failures as research. It’s a brilliant idea. --Barbara Mackoff

From the Inside Flap:

It is risky to be CEO of a corporation today. The average tenure of CEOs in major companies is growing increasingly short. The news media is filled with stories of "fallen idols." CEOs have gone from the lists of "most admired" to those of "least trusted." What happens when such clearly talented leaders also make poor decisions, alienate key people, miss opportunities, and ignore obvious trends and developments? What lessons can everyday leaders who aspire to be effective and move up an organization learn from the failures of those at the top?

Written by David L. Dotlich and Peter C. Cairo, two of the country's top executive coaches, educators, and authors, Why CEOs Fail shows that even the best leaders can sabotage their own success by succumbing to certain flawed behaviors that are often closely tied to the factors that make for success. More important, the authors reveal how leaders at every level can become aware of their own negative behaviors and take steps to control them.

Drawing on research and real stories based on their experience in educating and coaching thousands of leaders around the world, Dotlich and Cairo describe eleven derailers that can impact judgment and lead to business and career problems, even failure. The authors show how leaders who aspire to be successful can learn to identify the "shadow side" of their personality and take steps to control their impulses and increase their effectiveness and impact. Using a variety of tools and techniques based on their experience in coaching CEOs and senior executives, the authors provide specific steps to help individuals identify their own derailers and simple, practical methods that leaders can use to manage themselves effectively.

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Book Description John Wiley Sons Inc, United States, 2003. Hardback. Book Condition: New. 1. Auflage. Language: English . Brand New Book. 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. Bookseller Inventory # AAH9780787967635

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Book Description John Wiley Sons Inc, United States, 2003. Hardback. Book Condition: New. 1. Auflage. Language: English . Brand New Book. 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. Bookseller Inventory # AAH9780787967635

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