About the Author
Table of ContentsForeword (William W. George).Introduction.1. Why We Need a New Process Now.2. When the Right Person Is Chosen by the Right People at the RightTime: My Blue Chip Search.3. Real-World Issues: The Complexities That Foul Up the SelectionProcess.4. The Psychologically Healthy CEO.5. Boards: Selecting with the Shareholders in Mind.6. Search Consultants: Seeking the Long-Term Fit Versus theShort-Term Fix.7. The Candidates: Developing Savvy.8. Chief Human Resources Officer: Demonstrating Capacity ofInfluence.9. Problematic Scenarios: Situations and Events That Can Affect theCEO Selection Process.10. Benchmarking the CEO Selection Process.11. Evolution of CEO Selection: The Best Direction.Acknowledgments.About the Author.Index.
What People are Saying About This
"This is an indispensable handbook for boards of directors, currentand would-be chief executives, investors, and anyone else who wantsto make sure that a company has the best possible leader. Itsadvice is insightful, candid, and most of all very practical, withplenty of good and bad examples to help all of those who make CEOselections as well as those of us who just enjoy a glimpse into theinner workings of boards of directors." — Nell Minow, editor, The Corporate Library
"Required reading for board members whose most important job isensuring excellent CEO leadership, particularly in times oftransition. Fred's book outlines fundamentals that are imperativeto follow." — Robert N. Burt, chairman and CEO, FMC Corporation, boardmember, Pfizer, Phelps Dodge, and chairman, Business Roundtable
"The Right CEO is a must read for CEOs, board members,potential CEOs, HR leaders, search consultants, and business schooldeans and professors. Wackerle knows in the gut and in his headabout what he writes, and this book is a real contribution-full ofunique insights, wisdom, and sound advice." — Fred K. Foulkes, professor of organizational behavior anddirector, Human Resources Policy Institute, Boston UniversitySchool of Management
"Every week the business press describes the impact of onefailed appointment or another, these failures result from the sortof ineffective CEO appointment or transition process that Fredchallenges decision makers to upgrade." — Lawrence R. Phillips, retired vice president and seniorhuman resource officer, Citigroup Inc.
"Selecting a CEO is the most important of all boardresponsibilities. This book should be required reading for allstakeholders before launching that process." — James L. Vincent, chairman of the board, Biogen
"Fred Wackerle's book is both comprehensive and insightful. Itshould be a ready reference for any board member, incumbent CEO,human resource executive or CEO search consultant who wants clear,sound, practical advice on how to make those tough CEO selectiondecisions." — Lewis Campbell, Chairman Textron, Inc.
"Fred Wackerle clearly succeeds in demythologizing the processfor selecting The Right CEO. His book contains wisdom forthe board, the search consultant, the HR officer, the incumbent CEOand the candidate too. The interrelationships among all theseparticipants are the key to the right decision and a successfultransition." — Fred G. Steingraber, chairman emeritus, A.T, Kearney
"Fred Wackerle, the quintessential professional and consultant,has written a book that will become the conscience for all of usinvolved in CEO selection. Fred captures the essentials of whatreally happens . . .He's been there. He reveals the myths of theCEO succession process and why today it is broken-it's must readingfor anyone who cares about the future of corporateleadership." — Roger M. Kenny, managing partner, BoardroomConsultants