Why CEOs Fail The 11 Behaviors That Can

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.

Peter C. Cairo is a partner of CDR International and member of the faculty of Columbia University Business School Executive Education.

Foreword	p. xi
Foreword	p. xiii
Introduction	p. xvii
Arrogance: You're Right and Everybody Else Is Wrong	p. 1
Melodrama: You Always Grab the Center of Attention	p. 13
Volatility: Your Mood Shifts Are Sudden and Unpredictable	p. 27
Excessive Caution: The Next Decision You Make May Be Your First	p. 39
Habitual Distrust: You Focus on the Negatives	p. 51
Aloofness: You Disengage and Disconnect	p. 63
Mischievousness: You Know That Rules Are Only Suggestions	p. 77
Eccentricity: It's Fun to Be Different Just for the Sake of It	p. 91
Passive Resistance: Your Silence Is Misinterpreted as Agreement	p. 103
Perfectionism: You Get the Little Things Right While the Big Things Go Wrong	p. 115
Eagerness to Please: You Want to Win Any Popularity Contest	p. 127
Why CEOs Succeed	p. 139
Bibliography	p. 151
Acknowledgments	p. 157
About the Authors and CDR International	p. 161
Index	p. 165
Table of Contents provided by Rittenhouse. All Rights Reserved.

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Why CEOs Fail The 11 Behaviors That Can Derail Your Climb to the Top - And How to Manage Them

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