The Leadership Engine: How Winning Companies Build Leaders at EIn this Wall Street Journal and BusinessWeek bestseller, Michigan Business School guru and worldwide consultant Noel Tichy brings his special brand of organisational transformation to a practical level that guarantees a leader at every level of an organisation. Why do some companies consistently win in the marketplace while others struggle from crisis to crisis? The answer, says Noel Tichy, is that winning companies possess a "Leadership Engine" , a proven system for creating dynamic leaders at every level. Technologies, products and economies constantly change. To get ahead and stay ahead, companies need agile, flexible, innovative leaders who can anticipate change and respond to new realities swiftly. Tichy explains that everyone has untapped leadership potential that can be developed winning leaders and winning organisations have figured out how to do this. In this acclaimed bestseller, Tichy offers colourful and insightful best-practice examples from dozens of leaders gathered from decades of research and practical experience. |
Contents
The LeaderDriven Organization | 11 |
Why Are Leaders Important? | 28 |
Leadership and the Teachable Point of View | 51 |
Past as PrologueLearning from Experience | 72 |
The Heart of LeadershipIt Starts with Ideas | 99 |
ValuesSpeaking with Words and Action | 130 |
Making It HappenGetting Energy Out of Everyone | 160 |
EdgeThe Courage to See Reality and Act on It | 189 |
Tying It All TogetherWriting Your Leadership Story | 216 |
ConclusionLeading into the Future | 237 |
Notes | 371 |
Sources | 418 |
Index | 444 |
Other editions - View all
The Leadership Engine: How Winning Companies Build Leaders at ..., Volume 555 Noel M. Tichy,Eli B. Cohen No preview available - 1997 |
The Leadership Engine: How Winning Companies Build Leaders at Every Level Noel M. Tichy No preview available - 2002 |
Common terms and phrases
actions AlliedSignal Ameritech Andy Grove Annual Report Appliances behavior Bill Weiss billion build business ideas Capital Carlos Cantu central idea challenge Charles Burck coaching Coca-Cola Coca-Cola Company company's corporate create culture Cunningham and Josaitis customers decisions develop other leaders developing leaders Dick Notebaert Eckhard Pfeiffer Electric Eli Cohen emotional energy employees example executives experience Focus future Gary Wendt GE Capital GE’s goals going Goizueta growth Hewlett-Packard ideas and values important industry Intel Interview by Eli interview by Noel Jack Welch Knowling Larry Bossidy lead learned lessons levels managers ment Noel Tichy opportunity organizational PepsiCo performance person Petrovich Pfeiffer point of view reality Richard Notebaert Roger Enrico role says ServiceMaster story storyline strategy success talk teachable point teaching things Tichy and Eli Tiller tion transformation transition winners winning companies winning leaders winning organizations workers
Popular passages
Page 407 - We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and...
Page 407 - We must maintain in good order the property we are privileged to use, protecting the environment and natural resources. Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times. When we operate according to these principles,...
Page 407 - Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management, and their actions must be just and ethical. We are responsible to the communities in which we live and work and to the world community as well.
Page 407 - We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens — support good works and charities and bear our fair share of taxes.
Page 333 - I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.
Page 407 - We believe our first responsibility is to the doctors, nurses, and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately.
Page 115 - The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what the organization considers meaningful results. These assumptions are about markets. They are about identifying customers and competitors, their values and behavior. They are about technology and its dynamics, about a company's strengths and weaknesses. These assumptions...
Page 376 - The relations of most leaders and followers are transacflonal — leaders approach followers with an eye to exchanging one thing for another: jobs for votes, or subsidies for campaign contributions Such transactions comprise the bulk of the relationships among leaders and followers, especially in groups, legislatures and parties.
Page 191 - Dante once said that the hottest places in hell are reserved for those who in a period of moral crisis maintain their neutrality.