Executive Derailment
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About 30-50% of high potential managers derail (Lombardo 1999). Being competitive, results oriented, confident and driven are strengths but when overused, these qualities become impediments and can cause derailment. Derailment can mean not getting the sought after promotion, losing valued staff, not achieving desired success or even losing a current and coveted career position.
Driven executives overusing or misusing their strengths are often impatient, don't listen well and are overly critical. Working relationships suffer, productivity and morale are negatively impacted and the ability to meet business drivers is compromised. Work and life balance also can be out of whack causing family problems as well. From a 33 year study at the Center for Creative leadership, around 50% of derailment issues center around the inability to build productive and collaborative working relationships.
The Gallup organization found after interviewing well over 100,000 people that four times out of five, the reason cited for leaving a job was the inability to get along with their boss (Buckingham 1999). So people don't leave their jobs or organization. They leave their boss.
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