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Book SynopsisTrade ReviewIn Looks Good on Paper?, Pratch applies years of field study to present an easily understandable model to predict long-term senior-management success. This book will not only help you effectively understand the quality of management teams but also help you improve your ability to choose leaders for your own company and possibly improve your leadership skills in the process. -- John W. Rogers, Jr., chairman, CEO, and chief investment officer, Ariel Investments Pratch's insightful analysis and focus on sizing up the candidate's total personality will help anyone making a hiring decision identify people with integrity and the requisite coping skills to deal with the challenges of leadership. -- E. David Coolidge III, vice chairman and former CEO, William Blair & Company Over many years advising on the selection of CEOs and other executives, Pratch has identified the underlying psychological characteristics of effective business leaders under different circumstances and developed a sophisticated methodology for determining whether a given individual would be likely or unlikely to be effective in particular circumstances. Yet her book is not just for boards of directors and wannabe CEOs. Readers are likely to come away with a better understanding of themselves. -- Marvin Zonis, Booth School of Business, University of Chicago Looks Good on Paper? addresses that most vexing of hiring questions: can you get underneath someone's resume and figure out who will be an effective leader? Leslie Pratch's answer is yes, and this exploration of her methods is fascinating reading for businesspeople and laypeople alike. -- Bethany McLean, coauthor, The Smartest Guys in the Room: The Amazing Rise and Scandalous Fall of Enron
Table of ContentsIntroduction Part I: The Theory and Practice of Active Coping 1. The Power of Active Coping 2. Predicting Performance 3. Coping Styles and Coping Holes 4. What Lies Beneath? 5. Integrity 6. Psychological Autonomy: Lemmings Need Not Apply 7. Integrative Capacity: Seeing Reality with Both Eyes Open 8. Catalytic Coping 9. Implications for Female Leaders Part II: Enhancing Your Active Coping 10. Past Is Not Necessarily Prologue: Improving Your Active Coping 11. Self-Assessment for Strengthening Active Coping 12. Developing Active Coping: A Success Story 13. Conclusion Appendix A: Technical Companion to Chapter 3 Appendix B: Technical Companion to Chapter 4 Notes Bibliography Index
