Your description of the circumstances contributing to Nardelli’s background and varying experiences seems to me to strengthen the argument against the notion that individual leadership is a situation-independent factor that can parachute into any environment (or that can be grafted onto any personality) and save the day.

You note that at Chrysler, now a privately-held company, Nardelli doesn’t need to deal with shareholders. But he does need to deal with powerful investors, which will probably be new to him and offer challenges to his authority and freedom of maneuver that he has not yet encountered. It will be very interesting to watch.

And into the bargain, another undoubtedly great book recommendation – as always, thanks!

At Chrysler many of the things that he stumbled over at Home Depot are missing. He’s back in a manufacturing environment. And he’s working for a private equity firm where dealing with shareholders is not an issue.

In the last few years, I’ve become much more sensitive to the role that specific experience plays in a leader’s success in a particular job. For a good example of that, read Jim Kilts’ excellent book about the turnaround at Gillette, Doing what Matters. One reason he could sort out the issues facing him at Gillette was that he had spent his entire career in consumer goods.

Yes, that’s one name that gets mentioned in this context – let’s see how he does in his new job.

It’s my pleasure to recommend your post – it’s an excellent example of your thinking – thanks for writing it!

And thanks for including my post in your tip today, it’s quite a compliment!