Trouble at the top: assessing the upper‐level executive

Stresses the crucial importance of upper‐level executives in setting the tone for an organization ‐ reflected in how the task is approached, how company guidelines are interpreted and how employees are treated ‐ such that the influence of his or her behaviour and beliefs become the company “philosophy”. Warns that if top executives become impaired by alcoholism, drug addiction or emotional difficulties, the entire organization is affected negatively. Describes a process for evaluating the managing executive, both self‐referred and company mandated.