Why CEOs Fail: The 11 Behaviors that Can Derail Your Climb to the Top - and How to Manage Them
Book Authors: David L. Dotlich and Peter C. Cairo
MDA Reviewer: Sandra L. Davis, Ph.D., L.P.
Lately we have seen numerous articles about the “dark side” of executive personalities. As business people we talk about the character flaws that we see in highly visible leaders who have risen to the top and then tumbled, sometimes bringing their companies down with them. This book articulates personality characteristics or flaws that can stand in the way of high performance for an executive, a senior team, or an entire organization.
The book’s authors portray their 11 problematic behaviors realistically and through extensive use of case studies. Far from being an academic treatise, the book is filled with easy-to-grasp examples. In a simplistic way, each of the 11 behaviors is both core to the executive’s success and paradoxically central to her or his demise. Clearly they believe, as do I, that derailment does not have to happen. If you can understand your personality and your tendencies that can carry you to the extreme under stress, then you can prevent derailment. And, each of the 11 pushed to an extreme cause difficulty for others around you. It is not just that the derailer is a negative; it is the impact of that behavior on others that interferes with their ability or willingness to follow.
Here is an example of a personality tendency pushed to an extreme. There is a certain level of confidence that goes along with rising to the top. Most senior executives by nature have a strong ego. When ego crosses over the line it becomes arrogance that implies, “I am always right and everyone else is wrong.” Arrogant leaders reinterpret events to support their own worldview, they stop listening to others’ voices and they refuse to learn from setbacks or failure. They blame external events for company performance downturns and literally believe they can do everything well. If you think this could be you, find the truth-tellers in the organization who will level with you.
I agree fully with the authors who advocate that all executives should understand which of the 11 behaviors is most likely to derail them. In self-awareness lies prevention; the authors provide tips for action and ways to make sure others around you help keep you from pushing your strengths to the extreme.
Any General Manager, senior leader or aspiring senior leader
should use this book. Feedback from others or working with a
coach is also critical in knowing how to manage your own
behavior. I personally was struck by the fact that others
around you can tell you about your potential derailers better than
you can determine them on your own!