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.

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

If any of the following behaviors sound like you or someone youwork with, beware! In Why CEOs Fail, David L. Dotlich andPeter C. Cairo describe the most common characteristics of derailedtop executives and how you can avoid them:
* Arrogance--you think that you're right, andeveryone else is wrong.
* Melodrama--you need to be the center ofattention.
* Volatility--you're subject to mood swings.
* Excessive Caution--you're afraid to makedecisions.
* Habitual Distrust--you focus on the negatives.
* Aloofness --you're disengaged anddisconnected.
* Mischievousness--you believe that rules are made to bebroken.
* Eccentricity--you try to be different just for thesake of it.
* Passive Resistance--what you say is not what youreally believe.
* Perfectionism--you get the little things right andthe big things wrong.
* Eagerness to Please--you try to win the popularitycontest.