{"product_id":"why-ceos-fail-isbn-9780787967635","title":"Why CEOs Fail","description":"If any of the following behaviors sound like you or someone you work with, beware! In \u003ci\u003eWhy CEOs Fail,\u003c\/i\u003e David L. Dotlich and Peter C. Cairo describe the most common characteristics of derailed top executives and how you can avoid them:  \u003cul\u003e \u003cli\u003e\n\u003cb\u003eArrogance\u003c\/b\u003e—you think that you're right, and everyone else is wrong.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eMelodrama\u003c\/b\u003e—you need to be the center of attention.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eVolatilit\u003c\/b\u003ey—you're subject to mood swings.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eExcessive Caution\u003c\/b\u003e—you're afraid to make decisions.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eHabitual Distrust\u003c\/b\u003e—you focus on the negatives.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eAloofness\u003c\/b\u003e —you're disengaged and disconnected.\u003c\/li\u003e \u003cli\u003eMischievousness—you believe that rules are made to be broken.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eEccentricity\u003c\/b\u003e—you try to be different just for the sake of it.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003ePassive Resistance\u003c\/b\u003e—what you say is not what you really believe.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003ePerfectionism\u003c\/b\u003e—you get the little things right and the big things wrong.\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eEagerness to Please\u003c\/b\u003e—you try to win the popularity contest.\u003c\/li\u003e \u003c\/ul\u003eFührungskräfte in Unternehmen wollen erfolgreich sein. Doch nicht selten sabotieren sie ihren Erfolg, weil sie zu bestimmten negativen Verhaltensweisen neigen - den sog. 11 Todsünden.\u003cbr\u003e \u003cbr\u003e Obwohl dieselben Verhaltensweisen sie in gewissem Maße in diese Führungsposition gebracht haben mögen, können sie ab einem bestimmten Zeitpunkt negativ, ja zerstörerisch werden.\u003cbr\u003e \u003cbr\u003e \"Why CEOs Fail\" ist ein praktischer Leitfaden, wie man diese 11 Todsünden vermeidet.\u003cbr\u003e \u003cbr\u003e Die Autoren - beide Psychologen und erfahrene Coaches mit internationaler Klientel - erläutern hier in kurzen, übersichtlichen Kapiteln die 11 Todsünden am Beispiel von zahlreichen pikanten Geschichten und lehrreichen Anekdoten aus ihrer täglichen Beratungspraxis.\u003cbr\u003e \u003cbr\u003e Überzeugend, direkt und präzise auf den Punkt gebracht!\u003cbr\u003e \u003cbr\u003e Mit einem Vorwort von Ram Charan, dem Mitautor des Mega-Bestsellers \"Execution\".\u003cbr\u003e \u003cbr\u003e \"Why CEOs Fail\" - Eine fesselnde und inspirierende Lektüre, wie man die typischen Verhaltensfehler meidet und als Führungskraft erfolgreich ist. \u003cp\u003eForeword by Ram Charan xi\u003c\/p\u003e \u003cp\u003eForeword by Robert Hogan xiii\u003c\/p\u003e \u003cp\u003eIntroduction xvii\u003c\/p\u003e \u003cp\u003eChapter One Arrogance: You’re Right and Everybody Else Is Wrong 1\u003c\/p\u003e \u003cp\u003eChapter Two Melodrama: You Always Grab the Center of Attention 13\u003c\/p\u003e \u003cp\u003eChapter Three Volatility: Your Mood Shifts Are Sudden and Unpredictable 27\u003c\/p\u003e \u003cp\u003eChapter Four Excessive Caution: The Next Decision You Make May Be Your First 39\u003c\/p\u003e \u003cp\u003eChapter Five Habitual Distrust: You Focus on the Negatives 51\u003c\/p\u003e \u003cp\u003eChapter Six Aloofness: You Disengage and Disconnect 63\u003c\/p\u003e \u003cp\u003eChapter Seven Mischievousness: You Know That Rules Are Only Suggestions 77\u003c\/p\u003e \u003cp\u003eChapter Eight Eccentricity: It’s Fun to Be Different Just for the Sake of It 91\u003c\/p\u003e \u003cp\u003eChapter Nine Passive Resistance: Your Silence Is Misinterpreted as Agreement 103\u003c\/p\u003e \u003cp\u003eChapter Ten Perfectionism: You Get the Little Things Right While the Big Things Go Wrong 115\u003c\/p\u003e \u003cp\u003eChapter Eleven Eagerness to Please: You Want to Win Any Popularity Contest 127\u003c\/p\u003e \u003cp\u003eChapter Twelve Why CEOs Succeed 139\u003c\/p\u003e \u003cp\u003eBibliography 151\u003c\/p\u003e \u003cp\u003eAcknowledgments 157\u003c\/p\u003e \u003cp\u003eAbout the Authors and CDR International 161\u003c\/p\u003e \u003cp\u003eIndex 165\u003c\/p\u003e  \"...it follows a simple, clean formula that seems to make intuitive sense and is backed up with real-life case studies...an interesting and enlightening read...\" (\u003ci\u003eLeadership \u0026amp; Organization Development Journal\u003c\/i\u003e, August 24, 2003)  \u003cp\u003e\"...particularly refreshing...the balance is right...\"  (Director, March 2006)\u003c\/p\u003e \u003cp\u003eTHE AUTHORS\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDavid L. Dotlich,\u003c\/b\u003e former Executive Vice President of Honeywell International and Groupe Bull, is a partner of CDR International (www.cdr-intl.com) and coauthor of \u003ci\u003eAction Learning\u003c\/i\u003e (Jossey-Bass, l998), \u003ci\u003eAction Coaching\u003c\/i\u003e (Jossey-Bass, l999), and the breakthrough best-selling  book \u003ci\u003eUnnatural Leadership: Going Against Intuition and Experience to Develop Ten New Leadership Instincts\u003c\/i\u003e (Jossey-Bass, 2002). He is a business adviser, educator, and coach to top executives in many global corporations. \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePeter C. Cairo\u003c\/b\u003e 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\u003ci\u003e Action Coaching \u003c\/i\u003eand \u003ci\u003eUnnatural Leadership,\u003c\/i\u003e both from Jossey-Bass.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eWHY CEOS FAIL\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003csmall\u003eIT IS RISKY TO BE\u003c\/small\u003e CEO \u003csmall\u003eOF A CORPORATION TODAY.\u003c\/small\u003e The average tenure of CEOs in major companies is growing increasingly short. The news media is filled with stories of “fallen idols.” CEOs have gone from the lists of “most admired” to those of “least trusted.” What happens when such clearly talented leaders also make poor decisions, alienate key people, miss opportunities, and ignore obvious trends and developments? What lessons can everyday leaders who aspire to be effective and move up within an organization learn from the failures of those at the top?   \u003c\/p\u003e\u003cp\u003eWritten by David L. Dotlich and Peter C. Cairo, two of the country’s top executive coaches, educators, and authors, \u003ci\u003eWhy CEOs Fail\u003c\/i\u003e shows that even the best leaders can sabotage their own success by succumbing to certain flawed behaviors that are often closely tied to the factors that make for success. More important, the authors reveal how leaders at every level can become aware of their own negative behaviors and take steps to control them. \u003c\/p\u003e\u003cp\u003eDrawing on research and real stories based on their experience in educating and coaching thousands of leaders around the world, Dotlich and Cairo describe eleven derailers that can impact judgment and lead to business and career problems, even failure. The authors show how leaders who aspire to be successful can learn to identify the “shadow side” of their personality and take steps to control their impulses and increase their effectiveness and impact. Using a variety of tools and techniques based on their experience in coaching CEOs and senior executives, the authors provide specific steps to help individuals identify their own derailers and simple, practical methods that leaders can use to manage themselves effectively.      \u003c\/p\u003e\u003cp\u003eA\u003csmall\u003eVOID THE\u003c\/small\u003e B\u003csmall\u003eEHAVIORS\u003c\/small\u003e T\u003csmall\u003eHAT\u003c\/small\u003e C\u003csmall\u003eAUSE A\u003c\/small\u003e L\u003csmall\u003eEADER’S\u003c\/small\u003e D\u003csmall\u003eOWNFALL\u003c\/small\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIf 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:\u003c\/b\u003e \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e\u003cb\u003e\u003ci\u003eArrogance\u003c\/i\u003e – you think that you’re right, and everyone else is wrong.\u003c\/b\u003e\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eMelodrama –\u003c\/i\u003e you need to be the center of attention.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eVolatility\u003c\/i\u003e – you’re subject to mood swings.\u003c\/li\u003e \u003cli\u003e \u003ci\u003eExcessive Caution\u003c\/i\u003e – you’re afraid to make decisions.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eHabitual Distrust\u003c\/i\u003e – you focus on the negatives.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eAloofness \u003c\/i\u003e– you’re disengaged and disconnected.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eMischievousness\u003c\/i\u003e – you believe that rules are made to be broken.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eEccentricity\u003c\/i\u003e – you try to be different just for the sake of it.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003ePassive Resistance\u003c\/i\u003e – what you say is not what you really believe.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003e Perfectionism\u003c\/i\u003e – you get the little things right and the big things wrong.\u003c\/li\u003e \u003cli\u003e\n\u003ci\u003eEagerness to Please\u003c\/i\u003e – you try to win the popularity contest.\u003c\/li\u003e\n\u003c\/ul\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990486630629,"sku":"NP9780787967635","price":28.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780787967635.jpg?v=1761788020","url":"https:\/\/k12savings.com\/products\/why-ceos-fail-isbn-9780787967635","provider":"K12savings","version":"1.0","type":"link"}