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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:
Why Smart Executives Fail looks inside great companies that have stood on the brink of collapse due to management errors, and provides the firsthand accounts of those who were present when bad decisions were made. Throughout Finkelstein's book, managers and executives involved in corporate fiascos provide valuable insights about what they would do differently now if they could. By tapping into the people and businesses that learned from the dire mistakes they made, Finkelstein exposes the roots of their failures so others can make their own businesses less vulnerable to similar failings and problems.
Behaviors That Can Derail Success
Executive coaching experts Peter Cairo and David Dotlich offer a more sociological framework for their ideas on the failures of business leaders in Why CEOs Fail. Instead of looking at the business side of the equation, they focus on the leaders themselves and the personality traits that led them to failure. Specifically, they identify 11 of the most common characteristics displayed by derailed top executives, and offer advice about how others can avoid them. Here are three examples:
Others derailers include excessive caution, habitual distrust, aloofness, mischievousness and eccentricity.
Why We Like These Books
Why Smart Executives Fail and Why CEOs Fail both provide detailed observations and advice about improving leadership. While Finkelstein's book focuses on the recent decisions of high-profile leaders as a foundation for his informative advice about better executive actions, the authors of Why CEOs Fail offer a study of CEO behaviors they have seen in their executive coaching work to describe the factors that hinder their work and the actions that can improve it. Copyright © 2003 Soundview Executive Book Summaries
|Ch. 1||Arrogance: You're Right and Everybody Else Is Wrong||1|
|Ch. 2||Melodrama: You Always Grab the Center of Attention||13|
|Ch. 3||Volatility: Your Mood Shifts Are Sudden and Unpredictable||27|
|Ch. 4||Excessive Caution: The Next Decision You Make May Be Your First||39|
|Ch. 5||Habitual Distrust: You Focus on the Negatives||51|
|Ch. 6||Aloofness: You Disengage and Disconnect||63|
|Ch. 7||Mischievousness: You Know That Rules Are Only Suggestions||77|
|Ch. 8||Eccentricity: It's Fun to Be Different Just for the Sake of It||91|
|Ch. 9||Passive Resistance: Your Silence Is Misinterpreted as Agreement||103|
|Ch. 10||Perfectionism: You Get the Little Things Right While the Big Things Go Wrong||115|
|Ch. 11||Eagerness to Please: You Want to Win Any Popularity Contest||127|
|Ch. 12||Why CEOs Succeed||139|
|About the Authors and CDR International||161|
Posted December 14, 2008
Straightforward guide to 11 career-derailing behaviors. While the book focuses on how destructive these behaviors are to CEOs and the organizations they tried to lead, it would seem as if these 11 things should be identified and kept in check by leaders at all levels. <BR/><BR/>Each derailing behavior is a chapter and each has a table of exemplifications of when the behavior is being properly kept in check and when it's gone too far. Further eaach chapter gives some signs and symptoms of when the behavior is over the top.<BR/><BR/>A good book, for sure. The only thing that would improve it is for the reader to take an evaluation at the beginning to then identify which of the 11 behaviors they may have and not be aware of. Then when reading the book, the reader could especially focus on those behaviors they may possess and need to keep in check.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted April 13, 2005
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.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.