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A CEO is hired into a perfect situation but fails to survive two years.  How could this happen?

It begins with recruiters who take a plug-and-play approach to candidate selection.  And it usually ends with candidates who allow their egos to ignore some important signposts regarding a community’s culture.  

In secondary markets, you not only have to recruit for the culture of the hospital, but you must spend time figuring out what type of personality will do well in the town.

Joins makes three points.  They are among the most common reasons a new CEO does not survive.

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