Hiring a new CEO or some other top manager costs organisations a lot of time and money. Other huge costs come when a newly hired top manager fails, which is far from unusual.
Typical causes of top managers' failure include inability to fit into corporate culture, inadequate onboarding or unreasonable expectations. Very often, however, it is the fault of the managers themselves: their own behaviour undermines the branch they are sitting on as early as the first few months in office.
What specific behaviours should you beware of?
