The Consequences of Bad Leadership

StrategyDriven Business Politics Impacts Article | The Consequences of Bad LeadershipAn area of Buenos Aires nicknamed Villa Freud boasts the highest concentration of psychoanalysts per capita in the world. Even the bars and cafe?s have Freudian names, such as the Oedipus Complex and the Unconscious. Many of the residents are therapists, in therapy, or both. In fact, psychoanalysts are only allowed to be therapists if they are in therapy themselves. The requirement creates a self-perpetuating and ever-expanding universe of psychoanalysts and patients. It’s like an inverted – and unhealthy – pyramid scheme. Every new shrink is another shrink’s new patient, and the arrangement keeps both supply and demand perennially high.

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Reprinted by permission of Harvard Business Review Press. Excerpted from Why Do So Many Incompetent Men Become Leaders: (And How to Fix It) by Tomas Chamorro-Premuzic. Copyright 2019 Tomas Chamorro-Premuzic. All rights reserved.

About the Author

StrategyDriven Expert Contributor | Tomas Chamorro-PremuzicTomas Chamorro-Premuzic is the Chief Talent Scientist at Manpower Group, co-founder of Deeper Signals and Metaprofiling, and Professor of Business Psychology at University College London and Columbia University

Do you have the next generation of leaders you need?

Anxiety is high among organizational leaders that as vital as a new generation of leaders is, many do not feel ready to promote talent.

In a recent survey by Korn Ferry, only 39 percent of those surveyed believed their organizations had the right talent to succeed in today’s changing global environment. One third did not feel their organization is ready to promote its talent at all.

With succession management so critical to driving a competitive advantage and securing a company’s future, what is hindering organizations from preparing for and feeling confident in their succession development efforts?

According to the same survey, based on responses from 100+ senior-level executives from 49 countries, the top issue detracting from talent management efforts is buy-in of a global talent management approach. Why global?

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About the Author

Andrés Tapia is senior partner, Leadership and Talent Consulting, Korn Ferry.

Leaving On Top

David HeenanLeaving On Top: Graceful Exits for Leaders
by David Heenan

About the Reference

Leaving On Top by David Heenan examines the exits of large corporate C-level executives; identifying the several actions common to graceful departures. David shares ten lessons from successful transitions including:

  1. Know thyself
  2. Know thy situation
  3. Take risks
  4. Keep good company
  5. Check your ego at the door
  6. Keep learning
  7. Stage your exit
  8. Know when to walk away
  9. Know when to stay put
  10. Start now!

Why You Should Not Buy This Book

Leaving On Top is a niche book focused on large corporation CEOs and celebrities. David makes no effort to translate his departure lessons to fit small company or below CEO-level executives. Furthermore, Leaving On Top is largely a series of stories and does not get to its departure recommendations until Chapter 12. While these are worth considering, David should have presented his ten points up front and dedicated a chapter to each lesson; providing the reader with specific, actionable insights.

Leaving On Top is too niche in its focus and too shallow in its content for most readers. If you are a large corporate CEO, we suggest you read only Chapter 12, an executive summary, or, better yet, call some of your successful peers.

Succession and Succession Planning Best Practice 3 – Continuing Education

StrategyDriven Succession and Succession Planning Best PracticeIt is simply not enough that individuals holding senior positions be highly experienced. The narrowness of early career positions and the limitations of time necessarily prevents an individual from being deeply experienced across the full range of functions within the organization. Thus, those relying purely on experience often lack an understanding of the broader spectrum of organization functions and opportunities that would help them be more successful in senior positions requiring multidimensional business understanding.

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StrategyDriven Succession and Succession Planning Forum

Advancement, transfer, retirement, resignation, and termination are all causes of position vacancies. Regardless of the reason for or timing of a position opening, the organization must continue to function through the subsequent transition. Organizations proactively positioning themselves for personnel changes maintain a higher degree of business continuity; realizing a shallower and shorter productivity dip and pursuing performance improvement more rapidly.

Effective succession and succession planning processes enable smooth transitions of power and operational continuity. Performed well, these processes help ensure the proactive identification and development of an adequate number of candidates to fill potential vacancies, careful selection of the right replacement, thorough preparation of the selectee for his or her new role and organization members to well receive the successor, and advanced provisions to support the entrant with the post transition coaching needed for their and the organization’s success.

Focus of the Succession and Succession Planning Forum

Materials in this forum are dedicated to discussing the leading practices of companies that successfully execute succession and succession planning processes; maximizing the new entrant’s probability of success and the organization’s operational continuity. The following articles, podcasts, documents, and resources cover those topics critical to effective leadership succession.


Best Practices

StrategyDriven Expert Contributor Articles

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