Interviews with 22 executives and 18 experts on executives have resulted in some insight into the tendency of executives to avoid coming to terms with their limitations and the corresponding tendency for the executive's organization to avoid attempts to help. An analysis of responses indicated that certain elements (power, success, expertise, ambition, competence) consistently work together to affect the executive's prospects for self-development. These elements, collectively termed elevation, act in concert to restrict the executive's opportunities to pursue self-directed growth. Four of these elevation elements stand out as especially affecting the executive's prospects for self-development. First, the exercise of power keeps executives from getting personal criticism that could lead to the awareness of deficits. The executive's demeanor, his exaggerated impact, his isolation, and his relative autonomy all restrict feedback on executive behavior. Second, the very nature of the executive job blocks introspection, an important path to self-awareness. Third, the ability to accept criticism is limited by the executive's high need to be exceptionally competent and worthy. Finally, a history of success makes change difficult for executives. Nevertheless, some executives do overcome the tendency for elevation to interfere with their efforts at self-directed growth. Executives who have sources of information about their deficits, who can accept truths about themselves, and who recognize the importance of actually changing can overcome obstacles to self-development. (NRB)