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The Cycle of Leadership: How Great Leaders Teach Their Companies to Win |  |
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The Cycle of Leadership: How Great Leaders Teach Their Companies to Win | |
In The Leadership Engine, Noel Tichy showed how great companies strive to create leaders at all levels of the organization, and how those leaders actively develop future generations of leaders. In this new book, he takes the theme further, showing how great companies and their leaders develop their business knowledge into "teachable points of view," spend a great portion of their time giving their learnings to others, sharing best practices, and how they in turn learn and receive business ideas/knowledge from the employees they are teaching.
Calling this exchange a virtuous teaching cycle, Professor Tichy shows how business builders from Jack Welch at GE to Joe Liemandt at Trilogy create organizations that foster this knowledge exchange and how their efforts result in smarter, more agile companies, and winning results. Some of these ideas were showcased in Tichy's recent Harvard Business Review article entitled, "No Ordinary Boot Camp."
Using examples from GE, Ford, Dell, Southwest Airlines and many others, Tichy presents and analyzes these principles in action and shows how managers can begin to transform their own businesses into teaching organizations and, consequently, better-performing companies.
Noel M. Tichy, the bestselling author of The Leadership Engine and Control Your Destiny, is a professor at the University of Michigan Business School, the director of the school's Global Leadership Partnership, and a worldwide adviser to CEOs on leadership and transformation. He lives in Ann Arbor, Michigan.
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Tichy is a professor at the University of Michigan Business School and a worldwide advisor to CEOs on leadership and transformation. His approach (with the help of his coauthor) to business leadership in today's environment calls on upper management to be more open, humble, and self-confident and to create an environment of teach/learn rather than the command/control approach of top-down management that has been prevalent since the machine age. He uses examples from GE, Ford, Dell, Home Depot, and many others to show how these principles work to transform businesses into teaching organizations and, consequently, better-performing companies. He calls this environment the Virtuous Teaching Cycle, and its main feature is that the leaders who teach learn from their students and become the students themselves. He contrasts this to the vicious cycle of command/comply, a knowledge-destruction cycle where competition and mistrust within organizations lead to a dumbing down of its members, bureaucracy, miscommunication, poor overall performance, and loss of market share. Today, Tichy says, leaders must become teachers to survive. David Siegfried
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