INTRODUCTION
Being the chief executive of an organization is one of the most difficult challenges a person can face in a career. But it is not a complicated one.
Some CEOs, especially the struggling ones, might disagree with this statement. They’ll tell you their jobs are riddled with complexities and subtleties that make success impossible to predict. If their organizations fail, they may point to a tired list of causes like strategic errors, marketing inadequacies, competitive threats, and technology failures. But these are only symptoms of their troubles.
All chief executives who fail—and most of them do at one time or another—make the same basic mistakes; they succumb to one (or more!) of the five temptations.
If this is true, ...
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