Why CEOs Fail. The 11 Behaviors That Can Derail Your Climb to the Top – And How to Manage Them. J–B US non–Franchise Leadership

  • ID: 2240213
  • Book
  • Region: United States
  • 208 Pages
  • John Wiley and Sons Ltd
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If any of the following behaviors sound like you or someone you work with, beware! InWhy 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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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

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"...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)

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