Why CEOs Fail
The 11 Behaviors That Can Derail Your Climb to the Top - And How to Manage Them
Published on 13. May 2003
Book
Hardback
208 pages
978-0-7879-6763-5 (ISBN)
Description
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.
Reviews / Votes
"...it follows a simple, clean formula that seems to make intuitive sense and is backed up with real-life case studies...an interesting and enlightening read..." (Leadership & Organization Development Journal, August 24, 2003) "...particularly refreshing...the balance is right..." (Director, March 2006)More details
Series
Edition
1. Auflage
Language
English
Place of publication
New York
United States
Publishing group
John Wiley & Sons Inc
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 211 mm
Width: 147 mm
Thickness: 21 mm
Weight
349 gr
ISBN-13
978-0-7879-6763-5 (9780787967635)
Schweitzer Classification
Other editions
Additional editions
David L. Dotlich | Peter C. Cairo
Why CEOs Fail
The 11 Behaviors That Can Derail Your Climb to the Top - And How to Manage Them
E-Book
07/2003
Jossey-Bass
€18.99
Available for download
Persons
David L. Dotlich, former Executive Vice President of Honeywell International and Groupe Bull, is a partner of CDR International (www.cdr-intl.com) and coauthor of Action Learning ( Jossey Bass, l998), Action Coaching (Jossey Bass, l999), and the breakthrough best-selling book Unnatural Leadership: Going Against Intuition 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 in 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.
Content
Foreword by Ram Charan xi
Foreword by Robert Hogan xiii
Introduction xvii
Chapter One Arrogance: You're Right and Everybody Else Is Wrong 1
Chapter Two Melodrama: You Always Grab the Center of Attention 13
Chapter Three Volatility: Your Mood Shifts Are Sudden and Unpredictable 27
Chapter Four Excessive Caution: The Next Decision You Make May Be Your First 39
Chapter Five Habitual Distrust: You Focus on the Negatives 51
Chapter Six Aloofness: You Disengage and Disconnect 63
Chapter Seven Mischievousness: You Know That Rules Are Only Suggestions 77
Chapter Eight Eccentricity: It's Fun to Be Different Just for the Sake of It 91
Chapter Nine Passive Resistance: Your Silence Is Misinterpreted as Agreement 103
Chapter Ten Perfectionism: You Get the Little Things Right While the Big Things Go Wrong 115
Chapter Eleven Eagerness to Please: You Want to Win Any Popularity Contest 127
Chapter Twelve Why CEOs Succeed 139
Bibliography 151
Acknowledgments 157
About the Authors and CDR International 161
Index 165
Foreword by Robert Hogan xiii
Introduction xvii
Chapter One Arrogance: You're Right and Everybody Else Is Wrong 1
Chapter Two Melodrama: You Always Grab the Center of Attention 13
Chapter Three Volatility: Your Mood Shifts Are Sudden and Unpredictable 27
Chapter Four Excessive Caution: The Next Decision You Make May Be Your First 39
Chapter Five Habitual Distrust: You Focus on the Negatives 51
Chapter Six Aloofness: You Disengage and Disconnect 63
Chapter Seven Mischievousness: You Know That Rules Are Only Suggestions 77
Chapter Eight Eccentricity: It's Fun to Be Different Just for the Sake of It 91
Chapter Nine Passive Resistance: Your Silence Is Misinterpreted as Agreement 103
Chapter Ten Perfectionism: You Get the Little Things Right While the Big Things Go Wrong 115
Chapter Eleven Eagerness to Please: You Want to Win Any Popularity Contest 127
Chapter Twelve Why CEOs Succeed 139
Bibliography 151
Acknowledgments 157
About the Authors and CDR International 161
Index 165