The Cycle of Leadership: How Great Leaders Teach Their Companies to Win

Front Cover
Harper Collins, Mar 17, 2009 - Business & Economics - 464 pages

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


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LibraryThing Review

User Review  - ndrewtan - LibraryThing

I must admit that I have not read as much of this book as I wanted to. A chapter from this book was used at my LMO class (see Becoming a Manager review). I like the 'Teachable Point of View' idea. I will give it a 3 for now pending reading more of the book. Read full review


A Virtuous Teaching Cycle
Knowledge Creation
Developing Leaders
Get Everyone in
Eleven Digitizing the Teaching Organization
A World of Opportunities

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Page 125 - 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; I have a dream today.
Page 125 - I have a dream that one day this nation will rise up and live out the true meaning of its creed — we hold these truths to be self-evident that all men are created equal.
Page 126 - With this faith we will be able to hew out of the mountain of despair a stone of hope. With this faith we will be able to transform the jangling discords of our nation into a beautiful symphony of brotherhood.
Page 125 - Alabama, little black boys and black girls will be able to join hands with little white boys and white girls as sisters and brothers.
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Page 125 - We have also come to this hallowed spot to remind America of the fierce urgency of now. This is no time to engage in the luxury of cooling off or to take the tranquilizing drug of gradualism.
Page 125 - Let us not seek to satisfy our thirst for freedom by drinking from the cup of bitterness and hatred. We must forever conduct our struggle on the high plane of dignity and discipline. We must not allow our creative protest to degenerate into physical violence. Again and again we must rise to the majestic heights of meeting physical force with soul force.
Page 125 - I have a dream today. I have a dream that one day every valley shall be exalted, every hill and mountain shall be made low, the rough places will be made plain and the crooked places will be made straight, and the glory of the Lord shall be revealed, and all flesh shall see it together.
Page 106 - Critical to gaining the global arenas' acceptance of our right to grow and prosper. Every constituency: shareowners who invest; customers who purchase; community that supports; and employees who depend, expect, and deserve our unequivocal commitment to integrity in every facet of our behavior. Individual Dignity What: Respect and leverage the talent and contribution of every individual in both good and bad times. Why: Teamwork depends on trust, mutual understanding, and the shared belief that the...
Page 87 - GE of three or four years ago, because it essentially means using dreams to set business targets - with no real idea of how to get there. If you do know how to get there - it's not a stretch target.

About the author (2009)

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).