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. Volatilit y—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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"...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)
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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First Sentence
If Othello were CEO of Enron and Oedipus Rex in charge of WorldCom, they might well have made the same mistakes as Jeff Skilling and Bernie Ebbers. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
If Othello were CEO of Enron and Oedipus Rex in charge of WorldCom, they might well have made the same mistakes as Jeff Skilling and Bernie Ebbers. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
3 of 3 people found the following review helpful
By Rolf Dobelli
TOP 500 REVIEWER
Format:Hardcover
If you wonder why all those superstar CEOs suddenly veered off course, executive coaches David L. Dotlich and Peter C. Cairo offer an engaging work of psychoanalysis to answer your question. Leadership failures can result from 11 character traits, either deep-seated personality faults or qualities that once were beneficial but became problematic. The authors offer recognizable case studies and specific advice to bolster their case that these flaws derail leaders. The culprit characteristics can seem a bit general, an inevitable concern in a book seeking simple explanations for human folly. We recommend this easy-to-digest volume to leaders and those who endure them. This is just the ticket for bosses who want to address their possible personality pitfalls before they commit career suicide.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
4.3 out of 5 stars
15 reviews
16 of 17 people found the following review helpful
5.0 out of 5 stars
Not just for CEOs
24 April 2003
By A Customer
- Published on Amazon.com
Format:Hardcover
I read this book in one shot - on the plane to New York. I'm not a CEO, not sure I aspire to be but am definitely on my way up the corporate ladder. I found this book extremely useful in providing tools I can use right away to "check myself" in the face of a high stress situation (which happens to be everyday).
It was a quick read, provided relevant stories I could identify with, and was a little scary how many of derailer traits I could see in myself.
It was a quick read, provided relevant stories I could identify with, and was a little scary how many of derailer traits I could see in myself.
10 of 10 people found the following review helpful
5.0 out of 5 stars
Read it!
1 May 2003
By Tony
- Published on Amazon.com
Format:Hardcover
Dotlich and Cairo have written the book that every leader should be required to read. At the top of the company, it's hard to keep yourself in check and can be even harder to get people to be straight with you about your annoying behaviors that are getting in the way. This book provides great tools to do that, and makes its point about why it is imperative that you pay attention and develop ways to manage your derailers with some very poignant stories.
7 of 7 people found the following review helpful
4.0 out of 5 stars
Solid advice, but a bit shallow
19 July 2004
By jsdunk
- Published on Amazon.com
Format:Hardcover
Why CEOs Fail identifies 11 traits that all have one thing in commen. These traits, in moderation, can help managers be successful. But, taken to an extreme, can destroy a career.
The authors provide examples of people suffering from each derailer and then provide diagnostic tools to help you identify whether you suffer from the derailer and advice to help you manage the derailers that you do have.
The descriptions and the advice are excellent, but the treatment is a little shallow. So, if your derailer manifests itself in some way other than the 'classic' pattern you may not recognize it from the information in the text. And, if you decide you have a derailer, you may need to look elsewhere for more detailed advice about how to work through it.
Overall though, the book was a fun, thought-provoking read. It caused me to think a bit about my weaknesses as a manager and I had a chance to see what derailers I could recognize in others!
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4.3 out of 5 stars
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