Issue 24 [ISSN 1712-4670]

Selecting the right person for the right job is the largest part of coaching.

Philip Crosby
Reflections on Quality

Register now:
September 18-20, 2008 in
Vancouver, BC

A wealth of personal information that I can use immediately in both personal and work relationships.

Sarah Ferman
Success Potentials

Wonderful event! New concepts and applications that I can use today. More than worth the time and expense. What a gift to the universe.

James K. Stewart
Eagle Institute of Leadership, LLC

It is really not a Train-the-Trainer, it is more about discovery of self and how to help others discover themselves.  Program was well structured, well facilitated, well supported and well received by all in this session.

Michael Kmetz
Creative Edge Consultants

CRG training has been invaluable!  The vision and integrity of the leaders and tools are on the cutting edge of facilitating global communication in a powerful way.  My passion being transformation—both personal and planetary-this training has empowered me in ways beyond expectation.  Anyone wanting to make a difference in helping others needs to be here.

Dr. Tianna Conte-Dubs


Secrets of Sucess Journal
This 40-page PDF outlines and provides a summary of most of our 100+ resources. It also provides valuable articles that you can re-purpose or forward to others.

My Source Experience - Journal

My Source

Online Personal Style Indicator

Online Job Style

Online Entrepreneurial Style and Success Indicator

Online Values
Preference Indicator

Online Stress Indicator and Health Planner

Online Self-Worth Inventory

Online Leadership Skills-Self Inventory

Online Sales Style Indicator

Online Instructional Style Indicator

Online Learning Style Indicator

CRG´s Licensed
Associate Program


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Leading the Way is a free ezine published by Consulting Resource Group International, Inc, Copyright 2008.


Focus on Professional Development

Why Do Executives Fail and How Coaching Can Help

Failure: A failing to do or perform; a state of inability to perform a normal function adequately; lack of success; deficiency

Coach/ing: to instruct; direct; a private tutor; one who trains 

Special Guest Contributor: Dr. Ray Williams

During the last decade, one-third of CEOs in the Fortune 500 have lasted less than three years. Top-executive failure rates are estimated as high as 75% and are rarely less than 30%. 

A McKinsey study found that the pipeline for future leaders is broken. Only 3% of those responding to McKinsey’s survey felt that their company developed leaders well. 

On a global average, CEOs are now lasting an average of 7.6 years—down from 9.5 years in l995. According to Harvard Business Review (Jan. 05), 2 out of 5 new CEOs fail in their first 18 months: “We live in a world where organizational failure is endemic,” says Jena McGregor in her article “Fast Company” (Feb. 2005).

Why is this happening?

  • Is it because leaders tend to judge their own performance as significantly better than the performance of the people with whom they work? 

  • Is it because leaders judge themselves by their intentions while judging others by their actions? 

The gaps between what we see and what others see about us are known as blind spots. For leaders, blind spots can be career-limiting. The wider the gap, the more resistance there is to change. 

If such a climate exists, it’s difficult to create a positive organizational culture, where openness and honesty are encouraged. Yet, candid and constructive feedback can help a leader grow. Research studies show that when someone assumes a new or different leadership role, he or she has a 40% chance of demonstrating disappointing performance. Research also shows that 82% of newly appointed leaders de-rail because they fail to build partnerships and teamwork with subordinates and peers. 

There are other reasons why we have a leadership crisis.

  • The most senior positions in numerous organizations are now filled with people in their 50s and 60s. These leaders grew up with a command-and-control role attitude—they gave orders rather than facilitating and teaching staff. These well-meaning leaders continue to do a lot of problem-solving rather than reaching out for input and empowering subordinates. 

    With rapid response the norm today, all organizations now need every person to be capable and empowered to provide value-added service. It’s essential that leaders leverage each employee’s expertise to optimize performance. 

  • Younger leaders in their 30s and 40s may have not yet led an organization through the uncertain times we have today. They understand a lot about the need to involve people in decision-making, but may not grasp the complexities of how people are motivated. On top of this are the challenges of globalization, diversity, flexible working conditions, changing values, and managing continuous change.

  • Many leaders have gained their positions without adequate training and are leading with little more than a wing and a prayer. We would never let an unskilled driver behind the wheel of a semi-trailer, so how can we expect the untutored to be effective leaders when we promote them? Research shows these “lucky winners” have as much chance of being successful today as they do winning the lottery.

Why have some very smart executives failed in recent times, bringing down whole companies, costing billions of dollars, and causing incredible losses to shareholders, customers, and employees?

While the corporate cultures of failed businesses vary widely, there are visible patterns of similarity across CEOs.

Sydney Finkelstein, author of Why Smart Executives Fail (2003), researched several spectacular CEO failures and their causes over a six-year period. He concluded that CEOs have the following similar deadly habits.

Habit 1:  They see themselves and their companies as dominating their business environment.
Warning sign:  They show a lack of respect for others.
Habit 2: They identify too closely with the company, losing the boundary between personal and corporate interests.
Warning sign:  They define themselves by their job.
Habit 3: They think they have all the right answers. 
Warning sign: They are leaders without followers
Habit 4: They ruthlessly eliminate anyone who isn’t completely behind them.
Warning sign: There are a lot of staff departures.
Habit 5: They are obsessive spokespersons, obsessed with their photos, speeches, appearances, and publications representing the company image.
Warning sign:  There is blatant media attention-seeking.
Habit 6: They underestimate obstacles.
Warning sign:  They show excessive hype and little substance.
Habit 7: They stubbornly rely on what worked for them in the past.
Warning sign:  They constantly refer to what worked in the past.

There are no universal ways to prevent failures, except perhaps by being alert for the warning signs. If you’re a CEO, here’s how to avoid failure.

  1. Do an adversity analysis. Take a long, hard look at your failures and ask yourself these five questions.

    • What behaviors in these circumstances did not serve you well?

    • What would your worst critics say about the way you acted?

    • Do you see a theme or pattern in your behavior?

    • Do any of the characteristics from the research studies fit you?

    • In what ways did/do you contribute to your own failure?

  2. Do a feedback session with your direct reports. Ask them to be honest about your behaviors. Ask the following questions.

    • What do I do that drives you nuts?

    • How do I force you to work around me, rather than with me?

    • When you get together with others to complain about me, what do you complain about?

    • When I’m under stress, what do I do that you think is counter-productive?

  3. Use assessments focused on CEO development and that provide roadmaps for leaders.

  4. Hire and work with your own coach. An external coach can help you from falling into self-defeating behaviors in these ways.

    • Providing you with honest feedback

    • Giving you an open, non-judgmental ear

    • Maintaining an objective viewpoint

    • Not being involved in organization politics

    • Being an advocate of your real interests

We live in a celebrity culture where leaders and especially CEOs are expected to be perfect examples—larger than life. 

People can be great leaders and also fallible human beings. We don’t like to admit leaders have flaws. We crave a heroic leader to whom we can look up and derive a sense of safety and security. If leaders can’t admit their flaws and we refuse to see them as they really are, we contribute to their heroic myth. 

Leaders can only be as effective as the degree to which they motivate and inspire others to achieve desired results. 

  • Good leaders make the people around them successful. 

  • Good leaders are passionate and committed. 

  • Good leaders are authentic. 

  • Good leaders are courageous, honest, and reliable. 

Good executive coaches can help leaders reduce or eliminate their blind spots, be open to constructive feedback, and improve their place in the organizational culture. 

Good executive coaches can reduce the likelihood of executive failure and premature burnout.

Dr. Ray Williams is Executive Vice President of PCMG Canada, a premier career management company based in Vancouver, BC. Ray recently attended CRG training and is now a CRG Licensed Associate. He has more than 30 years’ experience as a CEO, HR Executive, mediator, management consultant, and executive coach.


Do you want to personally and professionally develop while being able to help others? If so, plan to attend CRG’s next 3-Day Train-The-Trainer program.

CRG’s 3-Day Train-The-Trainer Intensive is designed for all professionals who want to make a difference in other people’s lives. 

CRG Train-the-Trainer program is an indispensable learning program and resource for any consultant, trainer or coach that will augment and maximize the impact of their services and business.

Ray Williams 
Premier Consulting Management Group

Register now for our June 8 to 10, 2006, event in Vancouver, BC.

What started out as a simple 2-day assessment-orientation program 15 years ago has grown into a 3-day Intensive Personal and Professional Development Experience.

Over the past three years, we have retooled and rebranded the CRG organization and revisited the entire Train-The-Trainer program. This TTT session is designed for all professionals—whether you are new to CRG or you have been using our resources for years.

Our goal is to ground and serve YOU, so you can better assist your customers. 

Recently when one of our long-term clients attended the program, he thought he was coming to learn about CRG. What he did not anticipant is that he was about to learn about himself. 

In the program debriefing, he found himself raw with emotions because of his new levels of self-understanding. Not only is he living his life more On Purpose, this new-found passion has helped him triple his CRG business in less than 12 months.

Honoring the learner on his or her journey to more fully living on purpose is what CRG is all about—and professionals acknowledge that in their unqualified recommendations. It’s no accident that 80% of professionals switch to CRG resources from other choices. 

In fact, the more experience you have in the HR field, the more important it is for you to attend a CRG session—to understand the uniqueness of CRG’s resources and unlearn some popular false assumptions in the marketplace.

That’s why CRG introduced the TTT Alumni program. Those who have already attended the CRG Train-The-Trainer program can re-attend—at a significantly reduced fee—to stay current, learn what’s new, and network with Associates from around the globe. 

Many of our Associates attend TTT on an annual basis, to keep up with the progress and exciting developments at CRG.

Register now for CRG’s Train-The-Trainer program.

Space is Limited.

CRG’s Train-The-Trainer Events in Vancouver, BC

If you have questions about our TTT, please contact Neal Diamond.
Toll-free in North America: 1-866-852-4347
International clients: 604 852-0566

Download the TTT PDF now!


Consider becoming a CRG's Licensed Associate or refer others to do it!

Become part of CRG’s Global Family of Licensed Associates. 

We have recently outlined the CRG Licensed Associate Advantage in a PDF file. Download it now to find out more. 

Remember: We reward Associates and Affiliates for referrals, so please pass this link and file along to your peers for review.


CRG Private-Label Option
for Print Based Assessments and Workbooks!

Have your logo and address information professionally printed right onto the covers of most CRG Resources. Or, if you wish, we will place a summary of your firm or organization on the top half of the back cover of our assessments. 

It’s this easy . . .

  • Send your logo in a high-res file to CRG.
  • Send your contact info to CRG, as requested.
  • If you wish to place text on the back cover, our editor will review; it must be signed off by CRG.
  • One-time setup fees apply.
  • A small print-run fee applies each time you print.
  • Print On Demand: Print as few as 20 copies of your private-labeled resource each time.

To learn more about this option, please download this Private Label PDF or talk to Adam in the CRG Office.

Copyright Protection prohibits anyone from placing his or her label on any CRG Resource at any time.

  • At no time is anyone permitted to place any label or marking on any CRG cover or internal pages. This is why we offer the private label printing option to you.


Sponsored by the Abbotsford Chamber of Commerce
CRG and Community Skills Presents:
Catch Them, Train Them, and Keep Them: a 3-Part Series
Speakers: Neal Diamond and Pia Ritch
Where: Abbotsford, BC
Venue: Best Western Conference Center 
When: April 11, 2006; April 25, 2006; May 9, 2006
Time: 7:15 AM to 10:00 AM
Click Here to Register

Ken Keis Speaks to London Drugs Store Managers
Private Event
Where: Richmond, BC
When: April 20, 2006

On The Beach Education Presents:
Million Success Strategies with Speaker Ken Keis, President CRG
Where: Vancouver, BC 
Venue: Terminal City Club
When: April 27, 2006
Time: 6 PM to 10 PM

CRG Train-the-Trainer
Where: Vancouver, BC
When: June 8 to 10, 2006
Train-the-Trainer June 8 to 10, 2006

CRG Train-the-Trainer
Where: Vancouver, BC
When: September 21 to 21, 2006
Train-the-Trainer September 21 to 23, 2006

CRG at the International Career Development Conference
Where: Santa Clara, CA
When: November 1 to 5, 2006
To register: 


Online Co-Branding and Print-Based Private-Labeling Brochure 
Learn how you can add your logo and contact information to the CRG assessments or have your logo or images appear on the CRG site. Download the PDF File now!

New Version of Job Style Indicator:
Now Available! 

The Job Style Indicator (JSI) has been revised. The new format is 12 pages instead of the previous 8 pages. That’s four more pages of new information!

New Version of Values Preference Indicator: Available Soon!
The Values Preference Indicator (VPI) is being revised to 12 pages instead of 8.

Spanish Translations: Now Available!
The Personal Style Indicator and PSI In-Depth Interpretations (print-based versions) are available in Spanish. Place your orders now.

Dutch Translation: Available Now!
Personal Style Indicator
and PSI In-Depth Interpretations (print-based versions) are now available in Dutch!

Vietnamese Translations: On the Way!
The Personal Style Indicator and PSI In-Depth Interpretations (print-based versions) will be available in Vietnamese in June 2006. Place your pre-orders now!