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How CIOs can avoid jumping the track—and running off the rails

Guest Blogger (HPE-SW-Guest) on ‎02-10-2014 05:57 AM - last edited on ‎02-11-2014 02:41 AM Alec_Wagner

It’s highly likely that you can think of an executive—either well-established or up-and-coming—who has jumped the track and run completely “off the rails.” Perhaps they were able to recover and achieve greater success, but in most cases a major derailment becomes an ugly train wreck of a once-promising career.


What causes otherwise highly competent executives to derail? The Center for Creative Leadership began studying derailment in the 1970s and early 1980s. Their work found basically four areas that led to derailment:


  • Problems with inter-personal relationships
  • Failure to meet business objectives
  • Inability to build and lead a team
  • Inability to personally develop and adapt


Tim Irwin’s more recent book, De-Railed: Five Lessons Learned From Catastrophic Failures of Leadership provides some real life examples of derailment and some practical advice for avoiding it. Irwin’s five lessons are:


1. Character trumps competence. I personally know two highly successful executives whose careers were ruined because of extramarital affairs with employees. Other flaws of character, greed for example, are even more prominent and just as destructive.

2. Arrogance is the mother of all derailers. Power can corrupt any of us. Believing that the rules don’t apply to you or that your position gives you immunity from the rules of the game is the first step towards disaster. Just ask any of the former executives from Enron or Tyco, several of who are now spending their days behind bars.

3. Lack of self/other awareness. Self-awareness, knowing and understanding the impact of your words and actions on others, and awareness and sensitivity to the needs and feelings of others can be the first things to go when arrogance and a sense of entitlement take over. Marshall Goldsmith’s book What Got You Here Won’t Get You There provides some good insights and tools to help with developing self-awareness and understanding your impact on others.

4. We are always who we are-especially under stress. It is hard, if not impossible, to put on a false front when we are under stress. Eventually who we are comes out. That is why character and values are important. We should all know our walk-away point. What are you absolutely unwilling to do, no matter the cost?

5. Derailment is not inevitable, but without attention to development it is probable. Continuous personal development is critical for any leader’s success.


Irwin’s book contains a chapter titled “Habits of the heart to stay on track” that gives some wise and practical advice to avoid derailing. After I read the book some years ago, I recorded in my journal four key learnings that I took away and what I planned to do about them (Yes, in case you are wondering, I did act on all of these!). In closing, I will share these with you:


1. Practice authenticity. Be who you are. Don’t be afraid to venture “self-authored” ideas (Irwin’s term). These are ideas that reflect my true beliefs and convictions. Don’t go with the crowd if they are going the wrong way.

2. Practice self-management. Proactively seek feedback from a variety of sources. Be willing to hear what I would rather not hear. Find one or more trusted advisors who will be brutally honest with me and spend time with them getting honest feedback and advice.

3. Practice humility. Others first, me second. Never forget, the company will run just fine without me.

4. Be courageous. Whom do I truly admire and what is it that I admire in them? What do they do that displays the “courage of their convictions”? There always comes a time when we will need to choose whether we will stand for what is right, or melt into the crowd. Gandhi, King, Churchill, Lincoln and Reagan are examples of leaders who stood tall for their convictions. That is why we admire them today.


Till next time, stay on track.


Follow me on Twitter.


Related links:

4 things that Warren Buffet does—and why CIOs should take note


Joel H. Dobbs is the CEO and President of The Compass Talent Management Group LLC (CTMG), a consulting firm that assists organizations with the identification and development of key talent and with designing organizational strategies and structures to maximize their ability to compete in the business worlds of today and tomorrow. He is also an executive coach and serves as Executive in Residence at the University of Alabama at Birmingham School of Business. Joel is also a popular and frequent contributor to the Enterprise CIO Forum where a version of this article was first published.

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