Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the Top - And How to Manage Them

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John Wiley & Sons, Jul 7, 2003 - Business & Economics - 208 pages
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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Contents

Foreword by Ram Charan
Foreword by Robert Hogan
Introduction
CHAPTER ONE Arrogance Youre Right and Everybody Else Is Wrong
CHAPTER TWO Melodrama You Always Grab the Center of Attention
CHAPTER THREE Volatility Your Mood Shifts Are Sudden and Unpredictable
CHAPTER FOUR Excessive Caution The Next Decision You Make May Be Your First
CHAPTER FIVE Habitual Distrust You Focus on the Negatives
CHAPTER EIGHT Eccentricity Its Fun to Be Different Just for the Sake of It
CHAPTER NINE Passive Resistance Your Silence Is Misinterpreted as Agreement
CHAPTER TEN Perfectionism You Get the Little Things Right While the Big Things Go Wrong
CHAPTER ELEVEN Eagerness to Please You Want to Win Any Popularity Contest
CHAPTER TWELVE Why CEOs Succeed
Bibliography
Acknowledgments
About the Authors and CDR International

CHAPTER SIX Aloofness You Disengage and Disconnect
CHAPTER SEVEN Mischievousness You Know That Rules Are Only Suggestions

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About the author (2003)

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.

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