Posted on Mar 23, 2016
How We Fail to Prepare Top Executives - Center for Creative Leadership
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RP Members interesting article about how the best and brightest can fail and falter.
In spite of intelligence and drive, expertise and experience, many top executives arrive in their high-impact roles without being fully prepared to meet contemporary challenges, according to the editors of a new book on executive development.
"Many top executives, though successful, have missed out on the more “elusive factors of leadership effectiveness” that have been overlooked by traditional development programs, systems, and mindsets. As a result, their developmental gaps are likely to involve:
Interpersonal relationship challenges;
Difficulty adapting to rapid change and spiraling complexity;
Problems partnering and sharing responsibility and accountability; and
A leadership style that not only fails to inspire and motivate the masses but may actually foster a culture of fear or risk aversion.
What can be done to re-invest in top leaders and build much-needed leadership capacity in our organizations?"
Check out the rest of the article......
SGT (Join to see) TSgt Hunter Logan COL Charles Williams LTC Stephen C. LTC Stephen F. SPC Napoleon Ebarle CW3 (Join to see) SGM (Join to see) SSG Ryan Rodney CPT (Join to see) SSgt (Join to see) CW3 Kevin Storm CMSgt Mark Schubert PO2 Mark Saffell LTC John Shaw SPC Jenna Bisenius SGT(P) Eric L. SSG Nathaniel Bendel WO1 (Join to see) [~44377:SGT(P) Derrick Daffin
In spite of intelligence and drive, expertise and experience, many top executives arrive in their high-impact roles without being fully prepared to meet contemporary challenges, according to the editors of a new book on executive development.
"Many top executives, though successful, have missed out on the more “elusive factors of leadership effectiveness” that have been overlooked by traditional development programs, systems, and mindsets. As a result, their developmental gaps are likely to involve:
Interpersonal relationship challenges;
Difficulty adapting to rapid change and spiraling complexity;
Problems partnering and sharing responsibility and accountability; and
A leadership style that not only fails to inspire and motivate the masses but may actually foster a culture of fear or risk aversion.
What can be done to re-invest in top leaders and build much-needed leadership capacity in our organizations?"
Check out the rest of the article......
SGT (Join to see) TSgt Hunter Logan COL Charles Williams LTC Stephen C. LTC Stephen F. SPC Napoleon Ebarle CW3 (Join to see) SGM (Join to see) SSG Ryan Rodney CPT (Join to see) SSgt (Join to see) CW3 Kevin Storm CMSgt Mark Schubert PO2 Mark Saffell LTC John Shaw SPC Jenna Bisenius SGT(P) Eric L. SSG Nathaniel Bendel WO1 (Join to see) [~44377:SGT(P) Derrick Daffin
How We Fail to Prepare Top Executives - Center for Creative Leadership
Posted from insights.ccl.orgPosted in these groups: 
Leadership
Leadership Development
Responsibility
Accountability
Relationships
Leadership Leadership Development Responsibility Accountability Relationships
Posted >1 y ago
Responses: 3
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There are many points to this article that I agree with, many top executives have missed out or fail to change their mental models of how to run their organization once they reach the top. Life is ever changing and what worked yesterday may not work today and therefore we as leaders must change, adapt, and overcome the obstacles that we face. Also these failing top executives may be taking their eye off the ball once they reach their top position and do not see the changes that are happening within their own industry, this has happened numerous times over the last thirty years. There are many factors for the failure of some top executives but the one thing that I feel could play a pivotal role in reducing failure is to turn knowledge into strategic capital, one person within an organization does not have to be the subject matter expert on everything, use the people’s knowledge that are within your command to help guide your decisions and not bases every decision off past experiences.
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"Everybody wants to be on the mountaintop, but if you'll remember, mountaintops are rocky and cold. There is no growth on the top of a mountain. Sure, the view is great, but what's a view for? A view just gives us a glimpse of our next destination-our next target. But to hit that target, we must come off the mountain, go through the valley, and begin to climb the next slope. It is in the valley that we slog through the lush grass and rich soil, learning and becoming what enables us to summit life's next peak."
— Andy Andrews
— Andy Andrews
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Thankfully most top executives rise to their positions fully prepared to execute their responsibilities COL Mikel J. Burroughs. For those that are thrust into the leadership role without being fully prepared I expect that the Center for Creative Leadership would be very helpful.
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SGT Brent Cann
Not always the case (Yes, I see you wrote, "most top executives") and in today's world of Acquisitions by bigger Corporations swallowing the smaller companies/startups and bringing in the "Executives and Managers" from those Companies that have been acquired creates massive issues internally by placing the "new Executives and Managers" in respectable roles within the NEW bigger organization........Yes, it will sort itself out eventually IF you have the right people in the right positions. This does not happen in reality. The world is changing so quickly and filling seats with warm asses without properly vetting the "new joiners". It quickly spirals out of control.
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