Preventing Derailment: What to Do Before It’s Too Late

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This report examines how derailment can be prevented by looking at it from an individual and organizational perspective.

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Author Michael M. Lombardo and Robert W. Eichinger
ISBN 978-0-912879-36-9
Publisher CCL Press

Some of the strengths that lead high-potential managers to early promotions can become weaknesses. When this happens, many whose careers have been full of promise stumble, creating huge organizational and personal waste. Much derailment, however, is preventable. By looking at the problem from both and individual and organizational perspective, this report shows how.

Table of Contents

Preventing Derailment: What to Do Before It's Too Late, CCL Press, 1989
How to Use Preventing Derailment vii
Introduction 1
How Executives Develop 2
Those Who Derail 4
The Process of Derailment 6
Derailment: The Individual Face 12
Michelle 15
Developing Michelle 21
But What About Sexism? 26
Derailment: The Organizational Face 28
Feedback on an Effectiveness and Derailment Profile 30
Increasing Variety of Experience for Managers 35
Becoming an Active Learner 38
Conclusion 41
References 45
Appendix 47

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