Olivia: Forget the corner office stereotype. The charismatic, Ivy-League-educated genius with a perfect resume? That's a myth. The data shows that the person who becomes CEO is often the one next door—and nearly half of them have a massive career failure on their record. Jackson: Hold on. A career blowup helps you become CEO? That sounds like the exact opposite of every piece of career advice I've ever heard. You’re telling me messing up is a prerequisite for the top job? Olivia: It’s not a prerequisite, but it’s definitely not a disqualifier. And that’s the whole point. This is all from the book The CEO Next Door by Elena Botelho and Kim Powell. And this isn't just their opinion. It's based on a massive, 20-year research project called the CEO Genome. Jackson: CEO Genome? What is that, like sequencing the DNA of a Fortune 500 leader? Olivia: Exactly! They analyzed data from over 17,000 executive assessments and 13,000 hours of interviews to figure out what actually predicts success. It's basically 'Moneyball' for leadership. They wanted to replace old-school gut feelings with hard data. Jackson: Okay, 'Moneyball for leadership'—I like that. It sounds way more exciting than a book based on 17,000 assessments has any right to be. So, if it's not the perfect resume, who is this 'CEO Next Door'? Give me an example.

Olivia: I’m so glad you asked. Let’s talk about Don Slager. He grew up in a blue-collar town, surrounded by welders and truck drivers. He had no college degree, and his first job was driving a garbage truck. Jackson: A garbage truck driver. Okay, I’m listening. How do you get from a garbage route to the C-suite? Olivia: By showing up. His father’s motto was simply, "Show up every day." So Don did. He started his route at 2:45 A.M. every single morning for six years. He was so dedicated and hardworking that mentors started noticing him, pushing him to aim higher. He eventually rose through the ranks at Republic Services, a massive waste disposal company, holding almost every job there was. Jackson: That’s some serious grit. But even as COO, the book says he didn't see himself as CEO material. He felt he wasn't worthy. Olivia: He wasn't. He thought the board would never seriously consider him. But the authors assessed him and told him he had CEO potential, that he was a "walking, talking symbol of the American Dream." That feedback changed his entire outlook. He gained confidence, worked on his gaps, and went for it. Jackson: And the outcome? Olivia: Under his leadership, Republic Services' stock wildly outperformed the S&P 500. The company’s market cap nearly doubled to $22 billion. He was named one of the highest-rated CEOs in the country. All from a guy who started out hauling trash. Jackson: Wow. That's an incredible story. But is he just a one-off, a lucky outlier? Or is there a real pattern here? Olivia: That’s the beauty of the data. He’s the perfect example of the pattern. The CEO Genome project found that only 7% of the CEOs they analyzed graduated from an Ivy League school. Eight percent didn't even complete college. Over 70% of them never set out to become a CEO early in life. Jackson: So the whole idea of a "CEO track" from birth is basically a fantasy. Olivia: For most people, yes. The path is messy. The research showed that 45% of CEO candidates had at least one major career blowup. A project that failed spectacularly, a demotion, getting fired. And of those who failed, 78% still ended up getting the top job. The failure became a crucible that forged them. Jackson: Okay, so if pedigree, a perfect record, and early ambition don't matter, what does? You mentioned behaviors. What are these magic skills that turn Don Slager into a top CEO?

Olivia: This is the heart of the book. The authors identified four specific behaviors that are statistically linked to success. They are: Decisiveness, Engaging for Impact, Relentless Reliability, and Adapting Boldly. And the most important part is that these are not innate traits. They are skills you can learn and practice. Jackson: Like going to the gym for your career. I can get behind that. But of those four, which one's the most important? Is there a secret weapon in that list? Olivia: There is, and we’ll get to it. But first, let’s talk about the one that trips people up the most: Decisiveness. The authors found that high-performing CEOs are twelve times more likely to be decisive. But here’s the twist: it’s about speed over precision. Jackson: Wait, so making a fast decision is better than making the right one? That sounds reckless. My boss would definitely not approve of that philosophy. Olivia: It sounds counterintuitive, but think about it. The research showed that bad decisions were rarely the cause of failure. Indecision was. A quote from one CEO, Steve Gorman, sums it up: "A potentially bad decision is better than a lack of direction." Jackson: Steve Gorman... who's he? Olivia: He’s the perfect case study for this. In 2003, he became CEO of Greyhound Lines. The company was a financial disaster, losing $140 million over the previous two years. The executive team was paralyzed, arguing endlessly about how to fix the bus routes. Jackson: A classic case of analysis paralysis. So what did Gorman do? Olivia: After four months of listening, he knew he had to act. He looked at a satellite map of the U.S. at night, saw where the lights were concentrated, and made a call. He decided to completely reshape Greyhound's routes around high-yield regional networks, connecting them with a few long-haul routes. He had no idea if it would work. Jackson: That sounds like a huge gamble based on a pretty picture. Olivia: It was! But he knew that any map was better than no map at all. He moved forward with total commitment. When he started, Greyhound was losing millions. When he left four years later, it was reporting $30 million in earnings and was sold for more than four times its previous value. His fast, "good enough" decision saved the company. Jackson: Okay, that’s a powerful example. So being decisive isn't about being a reckless gambler, it's about breaking a stalemate and creating momentum. Olivia: Exactly. And it’s a skill. You practice it by simplifying complexity and by giving people a voice, not a vote. You gather input, but you don't wait for consensus. Jackson: That makes sense. Now, back to my question. What’s the secret weapon? The number one behavior? Olivia: The number one behavior, the one that works double-time, is Relentless Reliability. The authors found it’s the only behavior that dramatically increases both your odds of getting hired and your odds of excelling in the job. Jackson: Relentless Reliability. That sounds less flashy than 'Adapting Boldly,' but I'm intrigued. Why is it so powerful? Olivia: Because it builds trust at every level. Boards, investors, employees—they all crave predictability and consistency. When you say you’ll do something, and you do it, every single time, you become a safe harbor in a storm. The data is stunning: CEOs known for reliability are fifteen times more likely to be high-performing. And 94% of the strongest CEO candidates consistently followed through on their commitments. Jackson: Fifteen times! That’s a massive multiplier. Who’s the poster child for this one? Olivia: A CEO named Bill Amelio. He was known for what his colleagues called "diabolical follow-through." When he took over CHC Helicopter, the company was a mess. It hadn't met a budget in years. Bill came in and established a clockwork-like system. A predictable rhythm of meetings, clear action items, and relentless tracking. Jackson: Diabolical follow-through. I have a few colleagues I'd describe that way. Olivia: It sounds intense, but it created clarity and accountability. Within a year, the company was beating its budgets. He built a reputation for "delivery without drama." When you’re reliable, you’re not just dependable; you’re creating a system where excellence becomes a habit, not an accident.

Jackson: So the whole model is flipped. It's not about being born a genius with a silver spoon. It's about building habits. It's less about your innate talent and more about your disciplined practice. Olivia: Exactly. The power was in you all along, to quote The Wizard of Oz, which is actually how the book opens one of its chapters. Leadership isn't a lottery ticket you're born with. It's a muscle you build through deliberate practice of these behaviors. Decisiveness, reliability... these aren't genetic traits, they are choices you make every day. Jackson: That’s actually really empowering. It makes leadership feel accessible, not like some exclusive club. So for anyone listening, maybe the first step is just to pick one of these. Like for the next week, just focus on being relentlessly reliable. Do what you say you're going to do, every single time. See what happens. Olivia: I love that. It's a simple, concrete action. And we'd love to hear how it goes. Find us on our socials and tell us what you're practicing. Does focusing on reliability for just one week change anything for you? Jackson: It’s a great challenge. This book seems to offer a real, data-backed roadmap instead of just inspirational fluff. Olivia: It really does. It’s a practical guide for turning ordinary people into extraordinary leaders. Jackson: Well, you’ve convinced me. I might even read it now. Olivia: This is Aibrary, signing off.