Companies that provide support and encouragement for individualized developmental programs will fare better than those with a rigidly structured developmental plan. Many forces work against the self-development of executives, not the least of which is the nature of the executive's job. People in high level positions are rewarded for making good decisions with limited information, responding quickly to problems, dealing with issues in a tough-minded manner, and facing challenges with a high level of confidence. The job does not encourage reflection or introspection. Most executives have a history of success, which makes it difficult for them to consider doing things differently than they have in the past.
Many executives have big egos.
Often, the confidence associated with the executive personality pushes the person across the line into arrogance. Research by psychologists who work with executives indicates that success and failure at the top depends heavily on the ability to engage in self-directed growth. All of us have flaws. What differentiates the most successful executives from those who don't meet their potential is the ability to see and accept these flaws, and handle them effectively. Sometimes a specific problem such as job loss, demotion or business setback will trigger a crisis and set the stage for self-assessment and growth.