Preventing Derailment: What To Do Before It's Too Late

Those Who Derail

Perhaps 30-50% of high-potential managers and executives derail,^† and this group is often not identical to the general management population. Those who wish to lead, as Doug Bray and Ann Howard found, like to “take charge of things in group situations and propel the group toward its goals. They tend to be dissatisfied with a subordinate role. They are more independent and less affiliative” (Bray & Howard, 1988). Similarly, Bernard Bass in his work on high-performing leaders found them to be assertive, introspective, have high energy and initiative, and the ability to solve problems well and quickly (Bass, 1985).

Such people are common in the fast tracks in organizations with their obvious strengths of taking charge and solving ...