Absorbing, compelling, and utterly memorable, The Five Temptations of a CEO is like no other business book that's come before. Author Patrick Lencioni—noted screenplay writer and sought-after executive coach deftly tells the tale of a young CEO who, facing his first annual board review, knows he is failing, but doesn't know why.
"This book provides extraordinary insight into the pitfalls that leaders face when they lose sight of the true measure of success: results. This model is required reading for my staff."
—Eric Schmidt, chairman of the board and CEO, Novell
Any executive can learn how to:
- recognize the mistakes that leaders can make
- avoid errors before they occur
- and much more!
Refreshingly original and utterly compelling, the story of this executive (written to be read in one sitting) will be enjoyed, remembered, and reread for years to come. It serves a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors—behaviors that are painfully difficult for each of us to master.
"Lencioni delivers a provocative message: CEOs mainly have themselves to blame when things go wrong. If you're a CEO (or any manager for that matter), do you have the courage to face the blame? Doing so could change your future-for the better."
—Dr. Jerry Porras, coauthor, Built to Last; professor, Stanford School of Business
You won't find any dry management rhetoric in this razor-sharp novelette. Apply these riveting lessons in leadership with the self-assessment at the end of the book. It will change your career!
About the Author
Read an Excerpt
Andrew O'Brien hadn't been the last person to leave the offices of Trinity Systems for the past five years. In fact, he hadn't stayed past midnight since taking the job of CEO.
As he stared out the picture window from his office above San Francisco, he wondered how it had come to this.
Tomorrow would be the one-year anniversary of Andrew's promotion. It would also be the first board meeting in which he would be accountable for the results of an entire fiscal year. Those results, as he had grown accustomed to saying, were "unspectacular at best."
But the results didn't bother Andrew as much as his state of mind did. Lately, he wasn't comfortable walking the halls of his company. He didn't feel at ease leading his own executive staff meetings. And certainly he wasn't looking forward to meeting with the board tomorrow. They probably wouldn't be too tough on him, he thought, but they wouldn't be patting him on the back either.
Andrew O'Brien could not deny that he was at a low point in his tenure as CEO, a point he never expected to reach so soon.
And then things got worse.
Table of Contents
The Model: A Summary of Why Executives Fail.