The Cycle of Leadership: How Great Leaders Teach Their Companies to Win [NOOK Book]

Overview

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 ⳥achable points of view,⟳pend a great portion of their time giving their learnings to others, sharing best practices, and ...

See more details below
The Cycle of Leadership: How Great Leaders Teach Their Companies to Win

Available on NOOK devices and apps  
  • NOOK Devices
  • NOOK HD/HD+ Tablet
  • NOOK
  • NOOK Color
  • NOOK Tablet
  • Tablet/Phone
  • NOOK for Windows 8 Tablet
  • NOOK for iOS
  • NOOK for Android
  • NOOK Kids for iPad
  • PC/Mac
  • NOOK for Windows 8
  • NOOK for PC
  • NOOK for Mac
  • NOOK Study
  • NOOK for Web

Want a NOOK? Explore Now

NOOK Book (eBook)
$11.99
BN.com price

Overview

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 ⳥achable points of view,⟳pend 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, ⍯ 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

Read More Show Less

Editorial Reviews

From Barnes & Noble
The Barnes & Noble Review
This invaluable book by Noel M. Tichy, the Michigan Business School professor who formerly ran GE’s legendary Crotonville Leadership Center, will teach managers to create corporate cultures based on values, ideas, and a sustained commitment to learning. Building on concepts he first introduced in the The Leadership Engine, Tichy argues that, in the new information-based economy, companies will succeed only if they become “teaching organizations” dedicated to generating ideas, focusing the attention of their employees upon those ideas, and ultimately transforming all this intellectual energy into real-world products and services. Although Tichy's goals may sound lofty, his book is actually an accessible and practical guide that will be greatly appreciated by both aspiring leaders and veteran executives.

There are two core concepts that you'll want to focus on when reading The Cycle of Leadership. The first is Tichy's definition of a “virtuous teaching cycle”: Unlike a vicious circle, in which failures build upon each other, a virtuous teaching cycle is the positive process that occurs when people at all levels are mutually engaged in helping their colleagues learn, grow, and achieve. Tichy's second core concept concerns the importance of having a "teachable point of view" (TPOV). If you've got a TPOV, then, in essence, you have something worthy -- a set of values, a sense of energy -- to share with your fellow workers. Rich with insight and a genuine passion for learning, this is a book that will truly make a difference in the lives of its readers. Bill Camarda

Publishers Weekly
In today's economy, it seems CEOs left and right are falling from grace; truly admirable CEOs are becoming scarce. University of Michigan Business School professor Noel M. Tichy (The Leadership Engine) and writer Nancy Cardwell showcase a few of this rare breed's strategies in The Cycle of Leadership: How Great Leaders Teach Their Companies to Win. Successful organizations foster "knowledge exchange," says Tichy, and "they are built around virtuous teaching cycles" and "create attributes needed in the knowledge economy." He effectively integrates examples from GE, Ford, Dell, Southwest Airlines, 3M, Home Depot and other companies to illustrate how managers can convert their own businesses into ones that foster collective learning. Copyright 2002 Cahners Business Information.
Read More Show Less

Product Details

  • ISBN-13: 9780061741029
  • Publisher: HarperCollins Publishers
  • Publication date: 3/17/2009
  • Sold by: HARPERCOLLINS
  • Format: eBook
  • Pages: 464
  • Sales rank: 1,164,052
  • File size: 2 MB

Meet the Author

Noel M. Tichy is a professor at the University of Michigan Business School, director of the school's Global Leadership Partnership, and former head of GE's Crotonville Leadership Development Center. He is the author of the best seller Control Your Destiny or Someone Else Will (with Stratford Sherman).

Read More Show Less

Read an Excerpt

Chapter One
The New DNA of Winning: A Virtuous Teaching Cycle Winning Organizations Are Teaching Organizations
  • Everybody teaches. Everybody learns.
  • Practices, processes, values all promote teaching.

They Are Built Around Virtuous Teaching Cycles

  • Teaching isn't one-way. It's interactive.
  • Interaction generates knowledge. It makes everyone smarter.

They Create Attributes Needed in the Knowledge Economy

  • Maximum use of everyone's skills and talent.
  • All-level alignment needed for smart, speedy action.

For fifteen years, Jack Welch drove the GE transformation from his teachable point of view that every business in GE needed to dominate its market. "No. 1, No. 2, fix, close or sell," was the mantra by which every GE executive lived or died. Then, in 1995, a group of middle managers in a class at GE's Crotonville leadership development institute sent Welch a startling message. The No. 1 or No. 2 vision, they told him, was stifling growth. Instead of scrambling to grow, leaders in GE were gaming it. GE was missing opportunities because its business leaders were defining their markets too narrowly so that they could be No. 1 or No. 2.

Welch's response to this "punch in the nose," as he described it, was to revise his thinking. In not very long, he came out with a new declaration: Define your business in such a way that you have less than 10% market share. Then direct your creativity and energy to finding new ways to attract customers. This change in outlook, according to Welch, was a major contributor to GE's double-digit rates of revenue growth in the latter half of the 1990s.

This story illustrates what I call a "Virtuous Teaching Cycle" at work. In the process of teaching, the teacher, Welch, learned something valuable from the students, which made him smarter and prompted him to go out and teach a new idea. Such interactions are an essential reason why GE has been so successful over the past two decades and why it is likely to remain one of the world's most valuable companies for some time to come.

Jack Welch handed over to Jeff Immelt a world-class Teaching organization in which everyone teaches, everyone learns and everyone gets smarter every day. The Virtuous Teaching Cycle is the dynamic process that keeps it working. Jeff Immelt, the new CEO of GE, is a product of that Teaching Organization, and he believes that the most important core competency of a GE leader is to be a teacher.

In Fort Benning, Georgia, my colleague, Eli Cohen, while doing the research on The Leadership Engine book, watched a platoon of Special Operation's Rangers conduct a raid on a terrorist camp. The Rangers team entered a compound of terrorists (actually, army role players) who were well armed and also had chemical weapons. As the simulation unfolded, Eli saw that it was anything but the well orchestrated ballet he expected. It was chaos. But, such simulations aren't, as some people might think, opportunities to become perfect in choreographed maneuvers, which seldom if ever work on the battlefield. Instead, they're meant to season soldiers to make split-second decisions in difficult circumstances. They are designed to develop functioning leaders, able to accomplish their mission despite the obstacles, rather than lock-stepped martinets. So, after the exercise came the After Action Review.

In the After Action Review at Fort Benning, one of the NCOs said:

Don't forget: What gets the job done is bold, aggressive leadership. Nothing went according to plan. We were supposed to face a chain-link fence: We faced triple-strand razor wire. The enemy wasn't supposed to have night vision goggles, but they did, so we were compromised before we breached the fence. Our radios were supposed to work: They didn't.

That's going to happen. But we got it done because some men stepped up and made decisions. When the alpha leader went down, his team leads took charge. When the communications didn't work, the lieutenant didn't fiddle with the radio or yell at his communications specialist. He ran around to find out what was going on and gave orders. When the fence turned out to be razor wire, the bravo squad leader changed his approach and commandeered two men to help get everyone into the compound.

Throughout the After Action Review an observer facilitated the dialogue, asking questions such as: "What were the conditions that caused you to do this? Why did you make that decision? Knowing what you know now, what would you have done differently?"

In a later conversation, General Pete Schoomaker, former head of SOF, explained the process to us. After an exercise "we stop and say, 'Now let's go back to the beginning.' So, we go through the mission phase by phase, using a formal process called an After Action Review. From privates to generals, everyone who had anything to do with the operation sits down and reviews what happened." Everyone contributes and learns from the others. It is a Virtuous Teaching Cycle?

The Virtuous Teaching Cycle

In The Leadership Engine, I wrote about the importance of leaders developing leaders. A key theme of that book was that winning companies win because they have leaders at all levels, and those companies have leaders at all levels because their top leaders make developing other leaders a priority. They personally devote enormous amounts of time and energy to teaching, and they encourage other leaders in the company to do the same. This book builds on that work and adds a critical element.

Winning leaders are teachers, and winning organizations do encourage and reward teaching. But there is more to it than that. Winning organizations are explicitly designed to be Teaching Organizations, with business processes, organizational structures and day-to-day operating mechanisms all built to promote teaching.

More importantly, the teaching that takes place is a kind of teaching. It is interactive, two-way, even multi-way. Throughout the organization, "teachers" and the "students" at all levels teach and learn from each other, and their interactions create a Virtuous Teaching Cycle that keeps generating more learning, more teaching and the creation of new knowledge. Virtuous teaching cycles are what keep people in winning companies getting smarter, more aligned and more energized every day. Teaching Organizations make them possible.

Read More Show Less

Table of Contents

Acknowledgments
Foreword
Introduction
1 The New DNA of Winning: A Virtuous Teaching Cycle 1
2 Two Roads to Winning: Hypertransformation and Hypergrowth 24
3 Building the Teaching Organization: Knowledge Creation Through the Virtuous Teaching Cycle 48
4 You Must Start with a Teachable Point of View 73
5 How to Develop a Teachable Point of View 99
6 The Paradox of Power: Overcoming Resistance on the Top Team 132
7 Building the Leader/Teacher Pipeline: Developing Leaders for the Future 150
8 Scaling the Teaching Organization: Get Everyone in the Game 174
9 Creating Virtuous Teaching Cycles: Operating Mechanisms 196
10 Trilogy University: Boot Camp and Knowledge Generation 224
11 Digitizing the Teaching Organization 242
12 Global Citizenship: A World of Opportunities 256
Conclusion 279
Handbook 283
Notes 395
Sources 405
Index 423
Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)