Much of our thinking about company performance, says Phil Rosenzweig, author of The Halo Effect, reflects a tendency to make specific evaluations and judgments based on general impressions. If a company is profitable and growing, people tend to infer that it has a brilliant strategy, a visionary CEO, motivated employees, and a vibrant culture. When performance falters, however, observers are quick to point out that the strategy was wrong, that the CEO became arrogant, that employees became complacent, and the culture failed to keep pace. Chances are, very little will have changed in this hypothetical company; it is simply that company performance creates a halo that shapes the way the company is perceived.
Halo Effect is only the first of nine delusions that Rosenzweig identifies. Company performance does not obey immutable laws of nature and it cannot be predicted with any sense of accuracy—no matter how much we desire such certainty and order. Rosenzweig, though, suggests ways for managers to replace these delusions with more discerning ways to look at strategy and execution and to understand company performance.
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