It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written.

Golden Oldies are a collection of what I consider some of the best posts during that time.

Considering the accusations/confessions, resignations, terminations, mea culpas, etc., I thought this post from 2009 and its supporting links should be front and center once again, since nothing has changed in the intervening eight years.

Read other Golden Oldies here.

Oh goody. Another CEO study. I haven’t seen the study, but David Brooks (NY Times) gives an overview (whatever you do, don’t miss the comments), while Dan McCarthy (Great Leadership laments the fascination with such studies.

I pretty much ignore them, except for their amusement value—sort of like all the food studies that tell us which food that was recommended last year will kill us this year.

Speaking of which, I wish someone would do a study like that on CEOs.

A ranking of CEOs who were lauded for x amount of time before they crashed and burned for the same traits that were their supposed strengths.

And a corollary ranking of all the pundits, gurus and executive coaches who did the lauding and how many have come forward to apologize for mistaking hubris for competence.

Of course, that would be a very long list.

Image credit: Beeeeezzz on flickr

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

Hmm, does the following look like a list of characteristics often attributed to founders?

1. See themselves and their companies as dominating their environment
2. Identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests
3. Think they have all the answers
4. Ruthlessly eliminate anyone who isn’t completely behind them
5. Consummate spokespersons, obsessed with the company image
6. Underestimate obstacles
7. Stubbornly rely on what worked for them in the past

Do you preen a bit when they are applied to you, albeit using less harsh language?

Do you see them, with the exception or modification of number seven, as the traits that will help drive your company to success?

Would it surprise you to know that the list is from The Seven Habits of Spectacularly Unsuccessful Executives in Forbes?

Do you agree with the many comments saying that the same traits are found in highly successful CEOs, with Steve Jobs as most frequent example? In other words, it’s not the traits, but the actions they drive that matter most.

Do you embody these traits?

What actions do they drive in you?

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Flickr image credit: HikingArtist

Oh goody. Another CEO study. I haven’t seen the study, but David Brooks (NY Times) gives an overview (whatever you do, don’t miss the comments), while Dan McCarthy (Great Leadership laments the fascination with such studies.

I pretty much ignore them, except for their amusement value—sort of like all the food studies that tell us which food that was recommended last year will kill us this year.

Speaking of which, I wish someone would do a study like that on CEOs.

A ranking of CEOs who were lauded for x amount of time before they crashed and burned for the same traits that were their supposed strengths.

And a corollary ranking of all the pundits, gurus and executive coaches who did the lauding and how many have come forward to apologize for mistaking hubris for competence.

Of course, that would be a very long list.

Your comments—priceless

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Image credit: Beeeeezzz on flickr

Post from Leadership Turn Image credit: Sam UL

After all this talk about the need for managers to possess strong leadership traits, I have another question for you.

According to Warren Bennis’ list, a leader

• innovates;
• is an original;
• develops;
• focuses on people;
• inspires;
• investigates reality;
• long-range perspective;
• asks what and why;
• eye on the horizon;
• originates;
• challenges the status quo;
• is his own person;
• does the right thing.

What percentage of these traits is possessed by the people you see who are termed leaders?

“Influence” has become the hallmark of leadership. What percentage of these traits is possessed by those around you who influence?

Your comments—priceless

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