The Power of the Other: The startling effect other people have on you, from the boardroom to the bedroom and beyond-and what to do about it

by Henry Cloud

Then it got worse. The chairman went on to explain that the CEO was like an island. Even though he would be “out there” making presentations and interacting around the company, no one really felt that they could get close to him. When the board would try to give input, he’d often just shut down and close himself off. His executive team felt that he really wasn’t part of his own team. He didn’t engage with them or seek their input much at all. Then it started to affect his decision making. He moved further afield from the goals the team and the board had set and started pursuing his own private agenda—without any input. He ended up costing the company a lot of time and money to mend fences and get out of shaky deals. It was clear the CEO had to go.

How not to be a ceo: don't network