The Right CEO: Straight Talk about Making Tough CEO Selection Decisions Tapa dura - 2001 - 1st Edición

Primera línea

Gil Amelio of Apple, Durk Jager of Procter & Gamble, Doug Ivester of Coca-Cola, Al Thoman of Xerox, John Walter of AT&T, Jill Barad of Mattel, Eckhard Pfeiffer of Compaq, and Lloyd Ward of Maytag-all these former CEOs of top corporations (or in the case of Walter, the former CEO heir apparent) share two characteristics: They are all very bright people with sterling track records as managers and leaders; they all failed as CEOs (or never got the chance to succeed).

Descripción de contraportada

Newspapers are filled with reports of highly paid CEOs who are pressured to hand in their resignations, fired by their disgruntled board of directors, or interfered with by a retired CEO who won't go away. These reports signify a growing crisis in business leadership because the same companies routinely fail to develop talent from within the organization and CEO succession plans are woefully inadequate or nonexistent.
Written by Frederick Wackerle-- one of the country's foremost executive search consultants-- The Right CEO identifies the fatal flaws in the current CEO selection process and offers a plan for remedying it. Using real-life examples, Wackerle gives a clear understanding of why organizations fail to select the right CEO. He includes solid suggestions for finding and selecting a CEO successor who is right for an organization and also gives CEO candidates candid information they need to evaluate the right or wrong opportunity.
Unlike other books on the topic, The Right CEO explores the idea that many CEO selections are flawed because the inter-relationship between the five key players-board members, incumbent CEOs, human resource executives, CEO search consultants, and candidates-is often dysfunctional. Using the examples, suggestions, and information outlined in this book,
* Board members will gain governance insight for overcoming their often unconscious leadership biases and select the candidate who best meets the strategic needs of the organization.
* Incumbent CEOs will be led to explore the fine line between securing the company's future and establishing their own legacies.
* Search consultants will find ways to increase the likelihood that their clients will select the right candidate.
* Human resource executives will discover how they must assume a more important role in CEO succession and selection and help the selection committee avoid common mistakes.
* Prospective candidates will learn how to get past common "naive" candidate assumptions in order to evaluate a CEO offer objectively.
The book is also filled with a wide variety of helpful checklists, questions, and analytical tools that will prove invaluable in placing the right CEO.

Descripción de la solapa

Newspapers are filled with reports of highly paid CEOs who are pressured to hand in their resignations, fired by their disgruntled board of directors, or interfered with by a retired CEO who won't go away. These reports signify a growing crisis in business leadership because the same companies routinely fail to develop talent from within the organization and CEO succession plans are woefully inadequate or nonexistent.
Written by Frederick Wackerle-- one of the country's foremost executive search consultants-- The Right CEO identifies the fatal flaws in the current CEO selection process and offers a plan for remedying it. Using real-life examples, Wackerle gives a clear understanding of why organizations fail to select the right CEO. He includes solid suggestions for finding and selecting a CEO successor who is right for an organization and also gives CEO candidates candid information they need to evaluate the right or wrong opportunity.
Unlike other books on the topic, The Right CEO explores the idea that many CEO selections are flawed because the inter-relationship between the five key players-board members, incumbent CEOs, human resource executives, CEO search consultants, and candidates-is often dysfunctional. Using the examples, suggestions, and information outlined in this book,
* Board members will gain governance insight for overcoming their often unconscious leadership biases and select the candidate who best meets the strategic needs of the organization.
* Incumbent CEOs will be led to explore the fine line between securing the company's future and establishing their own legacies.
* Search consultants will find ways to increase the likelihood that their clients will select the right candidate.
* Human resource executives will discover how they must assume a more important role in CEO succession and selection and help the selection committee avoid common mistakes.
* Prospective candidates will learn how to get past common "naive" candidate assumptions in order to evaluate a CEO offer objectively.
The book is also filled with a wide variety of helpful checklists, questions, and analytical tools that will prove invaluable in placing the right CEO.