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Other titles in the Jossey-Bass US Non-Franchise Leadership series:
Why Ceos Failby David L. Dotlich
Synopses & Reviews
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.
Leaders (and those that aspire to lead) often fail because they succumb to certain derailing behaviours: the eleven deadly sins. The authors (both psychologists and executive coaches) name and illustrate the 11 sins with real stories taken from behind their closed-door practice.
Includes bibliographical references (p. 151-155) and index.
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:
About the Author
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.
Table of Contents
Foreword by Ram Charan xi
Foreword by Robert Hogan xiii
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
About the Authors and CDR International 161
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