"What are the underlying dynamics of succession?"
This article explores the underlying dynamics of succession. Most CEOs and most board members manage the CEO’s succession well. In many companies, CEOs are bound by tradition or policy to step down at a certain age, and plan accordingly. Many have enough vision and insight to overcome any momentary desire to stay on, and indeed take pleasure in training and developing the next generation of managers. But some CEOs have a very hard time dealing with succession and retirement. And other key players, including members of the board and top managers—willingly or not—may also avoid taking real action or give only lip service to change, thereby sabotaging a succession.
Harvard Business Review, 1988Read more
"The destabilizing effect of CEO retirement"
This blog entry with the Harvard Business Review he discusses the darker side of retirement.
Published on 28 Feb, 2014
"The retirement syndrome & challenges of letting go"
This article analyses a problem that can be described as the retirement syndrome. In exploring the difficulties many leaders face in letting go at the end of a full career, reviews a number of the barriers to exit and provides suggestions as to how individuals and organisations can develop more effective and humane disengagement strategies.
Published on 1 Dec, 2003
"Succession & when it's time to let go"
This blog entry with the Harvard Business Review discusses the three phases of a CEO's lifespan and what happens when leaders outstay their time and performance starts to decline.
Published on 14 Mar, 2014
"Psycho- dynamic factors & succession in Russia"
This article examines some general psychodynamic factors that influence the succession process in Russian businesses.
Published on 1 Jul, 2008
"How would you like to be remembered?"
Published on 5 Sep, 2016
"What should you consider when taking an entre-preneur on board?"
This article addresses what you should look out for if you are considering taking an entrepreneur on board, working for one, or encouraging new ventures.
Published on 1 Nov, 1985
Manfred Kets de Vries takes readers out of their comfort zone in this book. It intends to focus executives on what really counts in their lives and to shake academics down from their ivory towers and make them more attuned to the real problems of real people, instead of trying to impress each other.
Published on 15 Apr, 2009
"Death anxiety and executive mortality"
This blog entry with the Harvard Business Review explores the death anxiety and what happens when we repress our fear of death and refuse to confront it.
Published on 24 Mar, 2014
"Aging and quality of life"
This working paper deals with a rather taboo subject: the consequences of prolonging life into extreme old age, now possible with advances in medical procedures.
Published on 25 Apr, 2015
"Abnormal is the norm in organisations"
This article describes a number of dysfunctional leadership prototypes found in organisations. Offered as a useful form of shorthand for identification purposes, it helps us understand how we can deal with this dysfunction in ourselves or our leaders.
Published on 1 Sep, 2009