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Informationen zum Autor THE AUTHORS David L. Dotlich, former Executive Vice President of Honeywell International and Groupe Bull, is a partner of CDR International (www.cdr-intl.com) and coauthor of Action Learning (Jossey-Bass, l998), Action Coaching (Jossey-Bass, l999), and the breakthrough best-selling book Unnatural Leadership: Going Against Intuition and Experience to Develop Ten New Leadership Instincts (Jossey-Bass, 2002). He is a business adviser, educator, and coach to top executives in many global corporations. Peter C. Cairo is a partner of CDR International and member of the faculty of Columbia University Business School Executive Education. He has worked with many companies in the areas of leadership development, executive coaching, and organizational effectiveness. He is coauthor with David Dotlich of Action Coaching and Unnatural Leadership, both from Jossey-Bass. Klappentext 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. Zusammenfassung 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. Inhaltsverzeichnis Foreword by Ram Charan xi Foreword by Robert Hogan xiii Introduction xvii Chapter One Arrogance: You're Right and Everybody Else Is Wrong 1 Chapter Two Melodrama: You Always Grab the Center of Attention 13 Chapter Three Volatility: Your Mood Shifts Are Sudden and Unpredictable 27 Chapter Four Excessive Caution: The Next Decision You Make May Be Your First 39 Chapter Five Habitual Distrust: You Focus on the Negatives 51 Chapter Six Aloofness: You Disengage and Disconnect 63 Chapter Seven Mischievousness: You Know That Rules Are Only Suggestions 77 Chapter Eight Eccentricity: It's Fun to Be Different Just for the Sake of It 91 Chapter Nine Passive Resistance: Your Silence Is Misinterpreted as Agreement 103 Chapter Ten Perfectionism: You Get the Little Things Right While the Big Things Go Wrong 115 Chapter Eleven Eagerness to Please: You Want to Win Any Popularity Contest 127 Chapter Twelve Why CEOs Succeed 139 Bibliography 151 Acknowledgments 157 About the Authors and CDR International 161 Index 165 ...
