Summary of The Right Leader

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Rating

8 Overall

9 Applicability

7 Innovation

7 Style


Recommendation

Forty percent of new CEOs and other senior executives in the U.S. fail to hang onto their jobs for more than 18 months. The costs of such failures are heavy, from lackluster stock prices to dwindling morale. Considering the toll, you’d think companies would follow fail-safe methods for identifying the right high-level talent. Think again. Most organizations focus on selecting new leaders with exceptional business skills, but don’t really consider whether candidates fit into their corporate cultures. Transition management expert Nat Stoddard addresses this growing problem in this book, developed with business writer Claire Wyckoff. They offer a logical, systematic – if perhaps labor- and time-intensive – approach to finding CEOs and other senior executives who will have the best chance of still being around for a second or third annual company picnic. getAbstract appreciates that this cogent, informative report on leadership selection problems comes with a thoughtful, step-by-step solution. Anyone who participates in hiring executives will benefit from this detailed guide. Candidates for senior positions also will find it eminently useful.

In this summary, you will learn

  • Why many companies find it hard to hire leaders who last,
  • Why an executive’s ability to fit into a corporate culture matters more than talent or ability, and
  • What is the best process for hiring the right executives and CEOs.
 

About the Authors

Nat Stoddard chairs a career- and transition-management consulting firm, which is headquartered in New York. Claire Wyckoff is a faculty member at New York University’s Center for Publishing.

 

Summary

Cultural Fit Is Everything
In 2004, William D. Perez, former CEO at privately owned S.C. Johnson Company, became Nike’s new president and CEO. Phil Knight, Nike’s chairman and founder, was very pleased about Perez’s arrival and called him a “highly regarded and deeply talented leader.” ...

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