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Rating: 
Summary: For All Leaders
Review: A must-read for all leaders at or on their way to the top. Dotlich and Cairo help the reader to recognize the signs and symptoms of potentially derailing behaviors, and -- most importantly -- show us how to manage them before they derail us completely. The tools provided are simple, direct, and immediately applicable. After over 30 years in the workplace, I've finally found a book that has helped me understand my own behavior and that of my colleagues -- a book that challenges me to ask myself: "Have I crossed the line?"
Rating:
Summary: For All Leaders
Review: Dotlich and Cairo have written the book that every leader should be required to read. At the top of the company, it's hard to keep yourself in check and can be even harder to get people to be straight with you about your annoying behaviors that are getting in the way. This book provides great tools to do that, and makes its point about why it is imperative that you pay attention and develop ways to manage your derailers with some very poignant stories.
Rating:
Summary: Read it!
Review: Dotlich and Cairo have written the book that every leader should be required to read. At the top of the company, it's hard to keep yourself in check and can be even harder to get people to be straight with you about your annoying behaviors that are getting in the way. This book provides great tools to do that, and makes its point about why it is imperative that you pay attention and develop ways to manage your derailers with some very poignant stories.
Rating:
Summary: Not just for CEOs
Review: I read this book in one shot - on the plane to New York. I'm not a CEO, not sure I aspire to be but am definitely on my way up the corporate ladder. I found this book extremely useful in providing tools I can use right away to "check myself" in the face of a high stress situation (which happens to be everyday).
It was a quick read, provided relevant stories I could identify with, and was a little scary how many of derailer traits I could see in myself.
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Summary: A great book, and you'll benefit even if you aren't a CEO
Review: Like some other reviewers, I'm not a CEO. I have often thought of starting my own business, though, and was drawn to the title of this book with that in mind. This book is written much better than most business books: it cuts to the chase, gives good examples, and doesn't go on and on about simple concepts as if you were too stupid to get it the first time. It breaks failure down to 11 mentalities that derail CEOs in their rise to (or fall from) the top. This is great advice for ANY manager or executive, and a quick read too. I take much of this advice to heart when I manage others in my current job. A must read!
Rating:
Summary: A great book, and you'll benefit even if you aren't a CEO
Review: Like some other reviewers, I'm not a CEO. I have often thought of starting my own business, though, and was drawn to the title of this book with that in mind. This book is written much better than most business books: it cuts to the chase, gives good examples, and doesn't go on and on about simple concepts as if you were too stupid to get it the first time. It breaks failure down to 11 mentalities that derail CEOs in their rise to (or fall from) the top. This is great advice for ANY manager or executive, and a quick read too. I take much of this advice to heart when I manage others in my current job. A must read!
Rating: 
Summary: Not Quite Deep Enough
Review: The basis of the book is very important to every leader of a department, division or company. The idea of looking at what traits may derail your career is critical. The only fault I found with the book was that the authors were a bit thin on real life examples. If they worked with the hundreds (possibly thousands) of executives that they claimed they worked with, they should have had a lot more examples and deeper ones at that. Real life examples provide insights to the reader and the "ah ha" moments when you recognize the described derailer. This book just did not provide enough of those and so you wonder, are these really derailers?
Rating:
Summary: Not Quite Deep Enough
Review: The basis of the book is very important to every leader of a department, division or company. The idea of looking at what traits may derail your career is critical. The only fault I found with the book was that the authors were a bit thin on real life examples. If they worked with the hundreds (possibly thousands) of executives that they claimed they worked with, they should have had a lot more examples and deeper ones at that. Real life examples provide insights to the reader and the "ah ha" moments when you recognize the described derailer. This book just did not provide enough of those and so you wonder, are these really derailers?
Rating: 
Summary: Solid advice, but a bit shallow
Review: Why CEOs Fail identifies 11 traits that all have one thing in commen. These traits, in moderation, can help managers be successful. But, taken to an extreme, can destroy a career. The authors provide examples of people suffering from each derailer and then provide diagnostic tools to help you identify whether you suffer from the derailer and advice to help you manage the derailers that you do have. The descriptions and the advice are excellent, but the treatment is a little shallow. So, if your derailer manifests itself in some way other than the 'classic' pattern you may not recognize it from the information in the text. And, if you decide you have a derailer, you may need to look elsewhere for more detailed advice about how to work through it. Overall though, the book was a fun, thought-provoking read. It caused me to think a bit about my weaknesses as a manager and I had a chance to see what derailers I could recognize in others!
Rating:
Summary: Solid advice, but a bit shallow
Review: Why CEOs Fail identifies 11 traits that all have one thing in commen. These traits, in moderation, can help managers be successful. But, taken to an extreme, can destroy a career. The authors provide examples of people suffering from each derailer and then provide diagnostic tools to help you identify whether you suffer from the derailer and advice to help you manage the derailers that you do have. The descriptions and the advice are excellent, but the treatment is a little shallow. So, if your derailer manifests itself in some way other than the 'classic' pattern you may not recognize it from the information in the text. And, if you decide you have a derailer, you may need to look elsewhere for more detailed advice about how to work through it. Overall though, the book was a fun, thought-provoking read. It caused me to think a bit about my weaknesses as a manager and I had a chance to see what derailers I could recognize in others!
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