Studies show that two years after executive transitions, anywhere between 27 and 46 percent of them are regarded as failures or disappointments.  The main reasons, according the study by McKinsey, are people, culture and politics. However, from my experience working with leaders I have observed the 4th reason – hidden patterns that stand in their way. These behaviors keep leaders in their old ways of doing and thinking and thus prevent them from moving on to their next level of leadership – the one required to succeed in a new role. This edition explores this.