In recent years, leaders in such high-profile companies such as Xerox, Procter & Gamble, Lucent, Coca-Cola, and Mattel had erupted early in their tenure. Why such promising and previously successful people fail as quickly as CEO? And why such a failure occurs today with the relatively high frequency? Those responsible bear the responsibility, of course. But the authors of the study also reveals the other major powers in the game. First, the impact of actions predecessor CEO on his or her performance successor. Although the outgoing leaders do not intend to contribute to the failure of their successors, their personal needs and actions can lay the foundation for a derailment. The second force is often a continuous process. Outgoing Director General may be liable, not being able to adequately prepare a successor, and the board is also often guilty of a lack of supervision. Third, new managers often have a narrow experience and failed to establish the proper context as leaders. The authors explore these questions and to give advice to the outgoing officers, directors, managers and members that can help them to avoid the trouble that some companies have had to take the leadership transition. "Hide
by David A. Nadler, Jay Conger Source: MIT Sloan Management Review 9 pages. Publication Date: April 1, 2004. Prod. #: SMR136-PDF-ENG
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