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Transitions at the Top: What Organizations Must Do to Make Sure New Leaders Succeed by David L. Dotlich, Dan Ciampa

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2 Three Destructive Myths

Why is it that otherwise-competent leaders and senior managers who do a good job of their strategic, financial, and operational duties fail to win at the transition game? Many are capable players at their positions, work diligently, put in the time required, and have earned the admiration inside and outside their teams and of their followers. When it comes to this challenge, though, they strike out much of the time, despite exceptions like Dave and Jim in the previous chapter.

The answer is a lack of clear thinking by directors, CEOs, and their direct reports. Let's explore this idea with the case of Barbara, who started her career working at a company as an intern while still an MBA student. She felt at home almost ...

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