Background In our last post (Narcissists, Psychopaths and Other CEOs), we reviewed lessons from Professor Adrian Furnham on CEOs on the under-weighting of knowable negative factors to desired strengths in vetting CEOs. These negative traits often lead leaders to de-rail. Lessons from My Own World One of my clients is U.S. leader for a parent […]
Wednesday, October 26, 2016
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BACKGROUND: MANY NEW LEADERS DE-RAIL There is ample evidence that recruiting and vetting a new leader is, at best, a 50/50 proposition (fewer than 1 in 2 perform to expectations), even when an intense effort is carried out. Why is that? My Vistage CEO Peer Advisory Board has years of top-grading their leadership teams with […]
Tuesday, December 1, 2015
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SUCCESS WITH SUCCESSION One “founder” client opted for real succession planning three years ago, had a mis-step with his first hire of a CEO to replace himself, but kept at it until he found a leader he says is far better than he at the next phase of the life of the company. The successful […]
Thursday, October 15, 2015
AN INCITING INCIDENT Sometimes a very brief exchange with one of my CEOs seems worth sharing. How about this one stimulated by reviewing the idiosyncrasies of high-performing direct reports, some of whose occasional behavior is seen very negatively by the rest of the team: CEO: “I believe it is really important for leadership to be […]
Countless more ordinary people of equal talent never developed the leadership core required to run the show. Why not?
Saturday, November 5, 2016
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