Why CEO's Fail: The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them [Hardcover]

David L. Dotlich (Author), Peter C. Cairo (Author), David L. Dotlich PhD (Author), Peter C. Cairo PhD (Author)

Book Description

Publication Date: April 15, 2003 | ISBN-10: 0787967637 | ISBN-13: 978-0787967635 | Edition: 1

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:

• Arrogance—you think that you're right, and everyone else is wrong.
• Melodrama—you need to be the center of attention.
• Volatility—you're subject to mood swings.
• Excessive Caution—you're afraid to make decisions.
• Habitual Distrust—you focus on the negatives.
• Aloofness —you're disengaged and disconnected.
• Mischievousness—you believe that rules are made to be broken.
• Eccentricity—you try to be different just for the sake of it.
• Passive Resistance—what you say is not what you really believe.
• Perfectionism—you get the little things right and the big things wrong.
• Eagerness to Please—you try to win the popularity contest.

Editorial Reviews

Amazon.com Review

Take a walk on the dark side of leadership with executive coaches David Dotlich and Peter Cairo. Why CEOs Failsucceeds in tracking the downfall of careers and companies by defining eleven "derailers"--the deeply ingrained personality traits that shape leadership behavior. Among them: melodrama, aloofness, volatility, perfectionism, eccentricity and eagerness to please.

The authors alternate high profile cases (the arrogance of Enron CEO Jeff Skilling, the melodrama of Vivendi Universals’ Jean-Marie Messier, Rick Thoman’s aloofness at Xerox) with compelling case examples from their coaching practice. Each chapter is a gem, illuminating one derailer in concrete and nuanced terms with red warning flags and strategies for damage control. One exceptional chapter explores "mischievousness" in rule breaking leaders including Bill Clinton and Mattel’s Barbie Maven, Jill Barad.

Derailing behaviors can’t be eliminated, the authors warn, because they are the shadow of our strengths. Consider, for example, how charisma can cross the line to melodrama or how decisiveness becomes arrogance. CEOs and leaders-in-waiting must map the stress that triggers derailers and engage in unflinching self-reflection by asking, "What would my worst critics say about my behavior?" Because they counsel leaders to ask these tough and essential questions, Dotlich and Cairo suggest that we approach our leadership failures as research. It’s a brilliant idea. --Barbara Mackoff

From Publishers Weekly

Businesses are often defined by the personalities at the top. Enron's Jeff Skilling and Tyco's Dennis Kozlowski rose through the ranks with their single-minded determination and abrasive styles, but also saw their careers-and companies-fail spectacularly because of those same traits. Management consultants Dotlich and Cairo diagnose the behaviors that can sink even the most talented businesspeople. Whether it's arrogance, aloofness, volatility or any of the other personality flaws they've singled out, the authors encourage CEOs to throttle back on Type A brashness and focus more on team-building that will create a loyal and honest staff. It's an original melange of business smarts and accessible psychology, and the authors' able storytelling brings their diagnoses to life. Unfortunately, after pointing out everything CEOs are doing wrong, they don't spend much time on what they should do instead; a quick wrap-up chapter on successful managing techniques is all that's offered. But as a dissection of the leadership flaws that saw so many executives crash and burn over the last couple of years, this is a book without peer.
Copyright 2003 Reed Business Information, Inc.

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Product Details

• Hardcover: 200 pages
• Publisher: Jossey-Bass; 1 edition (April 15, 2003)
• Language: English
• ISBN-10: 0787967637
• ISBN-13: 978-0787967635
• Product Dimensions: 6.1 x 0.8 x 8.6 inches
• Shipping Weight: 11.2 ounces (View shipping rates and policies)
• Average Customer Review: 4.4 out of 5 stars  See all reviews (14 customer reviews)
• Amazon Best Sellers Rank: #80,838 in Books (See Top 100 in Books)

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Most Helpful Customer Reviews

16 of 17 people found the following review helpful

5.0 out of 5 stars Not just for CEOs April 23, 2003

By A Customer

Format:Hardcover

I read this book in one shot - on the plane to New York. I'm not a CEO, not sure I aspire to be but am definitely on my way up the corporate ladder. I found this book extremely useful in providing tools I can use right away to "check myself" in the face of a high stress situation (which happens to be everyday).
It was a quick read, provided relevant stories I could identify with, and was a little scary how many of derailer traits I could see in myself.

10 of 10 people found the following review helpful

5.0 out of 5 stars Read it! May 1, 2003

By Tony

Format:Hardcover

Dotlich and Cairo have written the book that every leader should be required to read. At the top of the company, it's hard to keep yourself in check and can be even harder to get people to be straight with you about your annoying behaviors that are getting in the way. This book provides great tools to do that, and makes its point about why it is imperative that you pay attention and develop ways to manage your derailers with some very poignant stories.

7 of 7 people found the following review helpful

4.0 out of 5 stars Solid advice, but a bit shallow July 18, 2004

By jsdunk

Format:Hardcover

Why CEOs Fail identifies 11 traits that all have one thing in commen. These traits, in moderation, can help managers be successful. But, taken to an extreme, can destroy a career.

The authors provide examples of people suffering from each derailer and then provide diagnostic tools to help you identify whether you suffer from the derailer and advice to help you manage the derailers that you do have.

The descriptions and the advice are excellent, but the treatment is a little shallow. So, if your derailer manifests itself in some way other than the 'classic' pattern you may not recognize it from the information in the text. And, if you decide you have a derailer, you may need to look elsewhere for more detailed advice about how to work through it.

Overall though, the book was a fun, thought-provoking read. It caused me to think a bit about my weaknesses as a manager and I had a chance to see what derailers I could recognize in others!