leaders of all persuasions. When the financial crisis hit, prescient

boards moved on "one-trick pony" chief executives who were considered

not agile enough for the new straitened times. CEOs who cling to one

style of leadership tend to exacerbate their own problems. They hear no

evil because they avoid fearless feedback, preferring to surround

themselves with "yes men" and women who often hitch a ride along to the

boss's next gig. But rather than putting intransigent leaders out to

pasture, boards might consider how to teach them new tricks.