Why are Corporations Committing Leadership Suicide? What keeps CEOs up at night? What tops the list of corporate needs? Time and again surveys have shown that executives and their organizations are deeply concerned about the shallow pool of candidates for leadership positions. Companies are desperate for leaders to implement strategy. The emerging need for continuous innovation accelerates that need. They lament the shortage of leadership potential while baby boomers, with their years of skill development and institutional knowledge, are retiring in record numbers. Organizations are going to have to develop leadership talent internally because they will have difficulty hiring it externally. Yet there is a group of people – roughly 50% of the population – who are seriously under-represented in leadership positions. They are often not even considered for leadership development programs. In fact, they are even less likely to be hired than their more flamboyant, outgoing counterparts. These are the “Quietly Brilliant”: the deep thinkers who relish complex problem-solving and from whose ranks come the most breath-taking innovators. They form companies that put other companies, and even other industries, out of business, yet they’re not recognized or respected within the mainstream corporate world. This book addresses the question, “Why are corporations committing leadership suicide?” then proceeds to describe new, radical and research-based paths to a more inclusive paradigm for leadership.