2. Why Leaders Fail INTRODUCTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

3. Why Leaders Fail INTRODUCTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Why Do CEOs Fail? Most “failed” CEOs were strong leaders before their blunders The pressure for performance is shorter and more unforgiving Many sabotaged themselves, albeit unconsciously ALL leaders are vulnerable to their “shadow side” CEO’s downfall are more noticeable/spectacular Nobody told them the truth

4. Why Leaders Fail INTRODUCTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > The 11 Derailers Arrogance: You’re right and everybody else is wrong. Melodrama: You always grab the center of attention. Volatility: Your mood swings drive business swings. Excessive Caution: The next decision you make may be your first. Habitual Distrust: You focus on the negatives. Aloofness: You disengage and disconnect. Mischievousness: Rules are made to be broken. Eccentricity: It’s fun to be different just for the sake of it. Passive Resistance: Your silence is misinterpreted as agreement. Perfectionism: Get the little things right even if the big things go wrong. Eagerness to Please: Winning the popularity contest matters most.

5. Why Leaders Fail INTRODUCTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Learning About Failure Our research on derailers owes a debt to the work of: Robert Hogan Ram Charan Daniel Goleman

6. Why Leaders Fail INTRODUCTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Understanding the Way Derailers Work Derailers emerge under stress. Stress differs for each leader. You can’t remove your derailers—they are part of your personality. Derailers are both strengths and weaknesses. Most leaders have two or three derailers. Some may seem like the opposite of one another.

7. Why Leaders Fail ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

8. Why Leaders Fail ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You’re Right and Everybody Else Is Wrong Arrogance is blinding belief in your own opinions. Success as a leader requires confidence. Most smart leaders know when they’re being stubborn, single- minded, and self-righteous. Arrogant leaders can’t see their own arrogance.

9. Why Leaders Fail ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You’re willing to fight for what you believe in. You’re unwilling to ever give up a fight. You believe that your perspective is the correct one after evaluating other points of view. Your perspective is the correct one-- before evaluating others’ ideas. You hold yourself accountable when your strategy or idea doesn’t work. You refuse to take responsibility when your strategy or idea doesn’t work. You adjust your strongly held viewpoint to fit new information You reinterpret events to fit your point of view. You possess a powerful ego that allows you to make an impact on others. You possess a powerful ego that causes you to dominate others.

10. Why Leaders Fail MELODRAMA ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

11. Why Leaders Fail MELODRAMA ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You Always Grab the Center of Attention Successful CEOs require presence. Sometimes, you must be dramatic to make a point. Melodramatic leaders suck up the oxygen so no one else can breathe Melodramatic leaders don’t develop others, can’t see what is happening and always grab the focus.

12. Why Leaders Fail MELODRAMA ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You command attention when you speak. You dominate meetings by constantly talking. You use charisma to involve and motivate people. Your style grabs attention or becomes an issue. Your showmanship helps attract outside attention from media, analysts, and prospective recruits. You expect others to attend to you. You know exactly when to be charming or deliver an eloquent talk to achieve a goal. You are consistently flamboyant rather than strategically dramatic. You can turn off the style and listen and learn from others. You’re always “on” and rarely reflect.

13. Why Leaders Fail VOLATILTY ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

14. Why Leaders Fail VOLATILTY ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > General Patton: Derailing by Example.

15. Why Leaders Fail VOLATILTY ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Your Mood Shifts Are Unpredictable Volatility creates compliance— successful CEOs use it strategically. Volatile leaders create energy. Unpredictable eruptions from powerful people creates caution, distrust and fear. People waste productivity energy managing the moods of the leader.

16. Why Leaders Fail VOLATILTY ARROGANCE MELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You lose your temper because of major screw-ups and other significant problems. You explode over minor mistakes. Feedback tells you that your people know what they can expect from you. People worry about your reactions. You generally act one way most of the time. You move back and forth between optimism and pessimism. You consistently generate energy and enthusiasm through your words and deeds. You create BOTH energy and intimidation. You change the way you act in order to achieve a specific effect. Your mood swings are without provocation.

17. Why Leaders Fail EXCESSIVE CAUTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

18. Why Leaders Fail EXCESSIVE CAUTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > The Next Decision You Make May Be Your First Overanalyzing important decisions in the face of increased anxiety and significant stress. Your fear of making the wrong decision causes procrastination and the need for “one more study.” Problems spiral and the very failure you sought to avoid is brought about by indecision.

19. Why Leaders Fail EXCESSIVE CAUTION ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You analyze a situation before you make a decision. You require second and third opinions. You look at worst-case scenarios before moving forward. You obsess about what might go wrong. You go slow before deciding because the wrong decision can have serious consequences. You go slow before deciding because every decision can have serious consequences. You turn down requests for projects and resources when you have hard evidence that flaws exist. You don’t give people the go-ahead.

20. Why Leaders Fail HABITUAL DISTRUST ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

21. Why Leaders Fail HABITUAL DISTRUST ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You Focus on the Negatives Healthy skepticism is different than virulent distrust. The former involves being realistic, reacting appropriately to circumstance and environment. The latter involves being inappropriately and egregiously suspicious. Distrustful leaders question motives and look for hidden agendas.

22. Why Leaders Fail HABITUAL DISTRUST ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You assess the potential downside before making a decision. You don’t act because of the inevitable downside. You’re alert for people whose actions are motivated by politics or self- interest. You’re seek to confirm that people act out of self- interest or for political reasons. You can tolerate negative feedback and learn from it on occasion. You dismiss all information as tainted by an individual’s ulterior motives. You mix criticism with positive comments when giving feedback to direct reports. You’re excessively critical when giving feedback. You anticipate obstacles that can get in your way. You obsess over what can go wrong.

23. Why Leaders Fail ALOOFNESS ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

24. Why Leaders Fail ALOOFNESS ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You Disengage and Disconnect Aloof leaders “emotionally disappear” Conflict, especially creates withdrawal. Aloof leaders are distant, abstract, and sometimes disengaged, especially under stress. They isolate themselves during crises or retreat from people who need guidance or support

25. Why Leaders Fail ALOOFNESS ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You create an environment where decisions are made objectively and politics is rarely played. You create a “cold” culture --expression of feeling is frowned upon. You’re calm in the midst of crisis and controversy. You withdraw in the midst of crisis or controversy. You maintain an outward reserve but can connect with people when necessary. You’re stoic and rarely show anyone weaknesses or vulnerabilty. You delegate most relationship-building activities to others but are willing to forge key alliances in crucial situations. You’re unable to work in teams or creative alliances.

26. Why Leaders Fail MISCHIEVOUSNESS ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

27. Why Leaders Fail MISCHIEVOUSNESS ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You Know That Rules Are Only Suggestions Mischievous leaders are easily bored, and often like to “stir things up” to create excitement. These leaders see “rules” as either “suggestions” or “for others to follow.” Mischievous leaders enjoy provocative ideas but have trouble executing these ideas. Mischievous leaders are charming and engaging.

28. Why Leaders Fail MISCHIEVOUSNESS ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You test limits and push at boundaries to foster innovation. You break the rules. You are impulsively creative.You are destructively impulsive. You enjoy risk-taking and don’t dwell on mistakes. You make decisions and take risks without considering the consequences. You use your charm and creativity to achieve organizational goals. You use charm and creativity as a tool-- not to achieve specific goals. You make provocative statements in order to foster debate and discussion. You speak your mind for your own amusement or without any real objective.

29. Why Leaders Fail ECCENTRICITY ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

30. Why Leaders Fail ECCENTRICITY ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > It’s Fun to Be Different Just for the Sake of It Eccentrics can generate ideas and deliver results—or else others would not tolerate their weirdness. Eccentric leaders are often viewed as true originals, their strange behavior often spoken of with affection. When things aren’t going so well, however, eccentrics become irritating. Others have trouble predicting their behavior

31. Why Leaders Fail ECCENTRICITY ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You have a million great ideas. You have a million great ideas that rarely get executed. You keep people on their toes with your unpredictable and offbeat style. You confuse and confound people with your style. You’ve launched many important initiatives. You’ve launched many initiatives but don’t follow up on them. You blend your original and sometimes unconventional style with a more conforming approach when necessary. You refuse to change who you are by conforming to organizational norms.

32. Why Leaders Fail PASSIVE RESISTANCE ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

33. Why Leaders Fail PASSIVE RESISTANCE ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Your Silence Is Misinterpreted as Agreement Passive-resistant look like savvy leaders, who know how to play politics and be pragmatic about goals. Underneath, however, is unconscious duplicity. Passive Resistant leaders create expectations they don’t meet, confusing and disappointing others in the short term and creating cynicism in the long run.

34. Why Leaders Fail PASSIVE RESISTANCE ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You say one thing and do another only when there’s no other option. Saying one thing and doing another is standard. People generally know what drives you. You have a private agenda that you share with no one. You try to avoid conflict but level with people when it’s crucial that they know where you’re coming from. You avoid conflict at all costs and rarely express any disagreement. You have a sense of what other people expect of you and your commitments to them. You don’t know or care what others expect of you.

35. Why Leaders Fail PERFECTIONISM ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

36. Why Leaders Fail PERFECTIONISM ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You Get the Little Things Right While the Big Things Go Wrong Perfectionistic leaders often ignore the big picture. They focus on details, and lose sight of major developments around them. Perfectionism is useful for anyone in a position where mistakes can be literally or figuratively fatal, but derails those with significant responsibility

37. Why Leaders Fail PERFECTIONISM ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You focus on the details. Detail focus prevents you from seeing the bigger picture. You find it worthwhile to make sure that presentations look and sound great. You pay more attention to the form than to the substance. You feel uncomfortable with uncertainty and ambiguity. You try to impose structure in every situation and eliminate uncertainty and ambiguity. You manage processes with skill and determination. Managing processes trumps people’s needs. You are conscientious about your responsibilities. You can’t let go of any task, no matter how small, until it’s completed exactly.

38. Why Leaders Fail EAGERNESS TO PLEASE ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

39. Why Leaders Fail EAGERNESS TO PLEASE ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > You Want to Win Any Popularity Contest People often try to please leaders -- not the reverse. Many leaders are eager to please, -moving up because they identify and meet the needs of others. Pleasers can be enormously popular because of these qualities, but they can also fail because of them. Their aversion to conflict and contentious debate causes them to bury contrary opinions that need to be heard.

40. Why Leaders Fail EAGERNESS TO PLEASE ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > HealthyPotential for Failure You believe that happy workers are good workers. You believe that one unhappy worker can spoil the whole company. The teams you create get things done through consensus. The teams you create stop dissenting or anxiety- raising ideas. You’re able to adapt to new events and circumstances. You’re so flexible that no one (including you) is sure where you stand on the issues. You confront with compassion. You confront without backbone. You like to keep disagreements from disrupting meetings and the flow of work. You communicate that disagreement and conflict are unwelcome.

41. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Section intro animation here

42. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > What Kind of Stress Triggers Your Derailers? Interactions with bosses, boards, big customers, or authority figures Major career or life transitions Mergers and acquisitions Failure of a program, team, or policy for which you are accountable Downsizing or restructuring Boredom Too much work Intense peer competition

43. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > What Kind of Stress Triggers Your Derailers? Deadlines Personal financial pressure Negative publicity Conflict Confronting underperforming direct reports Working in a matrix Dealing with paradox, complexity, uncertainty, or conflicting expectations Appeasing difficult customers

44. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Coaching Techniques Adversity Analysis Think of your difficult situations or failures: What behaviors in these circumstances didn’t serve you well? What would your worst critics say about how you acted? Do you see a theme or pattern in your behaviors? Do any of the derailers fit this pattern?

45. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Coaching Techniques Direct Report Evaluation Leave your direct reports alone, and ask them to report back to you with their best ideas and recommendations about the following questions: How can I be a better leader? What do I do that makes you nuts? How do I force you to work around me rather than with me? When you get together to complain about me, what do you complain about? When I’m under stress, what do I do that you think is counterproductive?

46. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Coaching Techniques Finding a Confidant Someone you can trust, who understands your business context and who can provide you with objective, insightful advice, and feedback. –Good choices: A mentor, retired or still active, who has observed you move up. Someone who has experience as a coach A former direct report whom you respect and trust –Poor choices: Friends or spouses Organizational allies, because they can become tomorrow’s competitors.

47. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Addressing Organizational Leadership Derailers Managing derailers helps both careers and companies. With their derailers under control, leaders free up their strengths. Coaching a leadership group has a trickle-down effect to the entire company.

48. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > An Evolved View of Leadership In the past, leaders hid their weaknesses. That’s not possible now—there are few secrets. To handle stress, accept that you—and all leaders—are fallible. Flawed leaders deny they are human, but human beings can still be great leaders. Accepting this will free you to become aware of your derailers—and learn to manage them. Increased stress may be inevitable, but failure is not.

49. Why Leaders Fail WHY LEADERS SUCCEED ARROGANCEMELODRAMAEXCESSIVE CAUTION INTRODUCTION VOLATILITY EAGERNESS TO PLEASEWHY LEADERS SUCCEED PERFECTIONISM ALOOFNESSMISCHIEVOUSNESSPASSIVE RESISTANCEHABITUAL DISTRUST ECCENTRICITY Next Slide > Based on the book Why CEOs Fail by David Dotlich & Peter Cairo