Derailed

About the Author

Tim Irwin, Ph.D., is a distinguished author, speaker, and consultant with over two decades of experience in leadership development and organizational effectiveness. He has consulted for numerous Fortune 100 companies, offering insights into leadership strategies and organizational culture. Irwin holds a doctorate in psychology, which informs his deep understanding of human behavior and its impact on leadership. His work focuses on helping leaders navigate complex organizational landscapes, develop essential character traits, and prevent the pitfalls that can lead to failure. In his book "Derailed: Five Lessons Learned from Catastrophic Failures of Leadership," Irwin examines the downfalls of prominent CEOs, providing a comprehensive analysis of the character flaws that contributed to their failures and offering practical guidance for avoiding similar fates.

Main Idea

"Derailed" by Tim Irwin explores the catastrophic failures of six high-profile CEOs, analyzing how deficits in character—such as arrogance, lack of authenticity, and poor self-management—can lead to leadership derailment. Irwin argues that these failures are often rooted in character flaws rather than a lack of competence. The book emphasizes the importance of self-awareness, humility, and courage in leadership and provides practical lessons to help leaders avoid similar pitfalls. By understanding and developing essential character traits, leaders can maintain their effectiveness and navigate their organizations through challenging times.

Table of Contents

1. Introduction
2. Running Off the Rails
3. Profiles in Derailment
4. Critical Questions for Managers
5. Derailment in Slow Motion
6. Staying on the Rails
7. Five Critical Lessons Learned

Running Off the Rails

Irwin uses the metaphor of a train going off its tracks to describe how leaders can derail, leading to disastrous consequences for themselves and their organizations. This derailment often occurs when leaders fail to align their actions with the organization's values or goals, leading to a loss of trust and confidence among stakeholders. Irwin argues that such derailments are frequently caused by deeper issues related to character, rather than a lack of skills or knowledge. Leaders who become overly focused on personal success or who lose touch with their teams' needs can easily go off course, causing significant harm to the organization.