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Background

Background

CCL began exploring the dynamics of derailment among North American executives in 1983. Since then, CCL has interviewed hundreds of senior-level executives in scores of companies in the United States and in Europe. Most of the studies have contrasted people who “make it” to the top with those who derail in order to understand the kinds of development needed for senior leadership positions. Results from this research have been used in training programs, assessment instruments, and numerous human-resources initiatives in several organizations.

One of the most remarkable things about the research is that the characteristics of success and derailment have remained fairly constant, even in the context of fast-paced change in organizations and organizational environments, workforce reductions, reengineering and restructuring, the “new employment contract,” globalization, and even the rise of the Internet as a business tool.


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