Tichy, Noel with Eli Cohen (2007) Leadership and the teachable point of view.

The
leadership engine: how winning companies build leaders at every level. New York: Collins
Business Essentials.

What is Leadership?

Leadership is;

“A matter of making a difference. It entails changing an organization & making choices among
plausible alternatives. It depends on the development of others & mobilizing them to get the job
done” (Useem, quoted in Mullins, 2005)

“A combination of persuasion & compulsion that results in making people do things they might
not otherwise have done” (Adair, 1979, quoted in Mullins, 2005)

“The process of directing and influencing the task-related activities of group members.
Leadership involves other people and an unequal distribution of power between leaders and
group members, and it is the ability to use different forms of power to influence follower’
behavior in a number of ways. (adapted from Kotter, 1990)

What is the difference between management and leadership?

MANAGEMENT

Involves planning, organizing, directing and controlling other people’s work. It’s emphasis is
upon ensuring the completion of a given of activities or tasks by employing, controlling and
monitoring the appropriate resources in an effective and efficient manner.

LEADERSHIP

Involves motivating, involving and communicating with other people in order for them to
achieve specific goals. The emphasis is upon marshaling resources to achieve a stated goal or
ambition by leading, directing and/or motivating people to follow a specific path of action.

Noel M. Tichy is an American management consultant, author and educator. He has co-

authored, edited or contributed to over 30 books. While teaching at the MBA program at
the University of Michigan (Ross School of Business), Tichy along with Jim Danko and Paul
Danos, first instituted " the defining attribute" of the program: Multidisciplinary Action Projects
in which students work on an actual corporate business issue. [1] In 2009, the Washington
Post named Control Your Destiny or Someone Else Will which he co-authored with Stratford
Sherman as one of the Top 10 leadership books. As the director of global development
at GE's Crotonville, from 1985–1987 he instituted the action learning programs which helped
make it "one of the premiere corporate learning centers in the world."
He has been named one of the top "Management Gurus". He is an advocate of leaders being
teachers as well as managers. He is the co-author along with Warren Bennis of Judgment: How
Winning Leaders Make Great Call
Noel Tichy has observed that winning corporations, without exception, are distinguished
by their ability to grow leadership at every level, an ability that ultimately creates a pool of
formidable home-grown talent that can be drawn on whenever top management jobs need to be
filled. Based on extensive consultations with such leading companies as PepsiCo, Royal
Dutch/Shell and Ford Motor Company, The Leadership Engine helps businesses cultivate this
ability by showing how to foster a corporate atmosphere that nurtures leadership and initiative.
Tichy explains that top leaders must develop a teachable point of view on business ideas and
values, and they must have a personal vision that can be codified, embodied as a story and
communicated throughout the organization.

There's a reason why blue-chip companies from around the world such as General
Motors, Proctor & Gamble, Chase Manhattan, Sony and Honda pay $35,000 dollars per
participant to have their executives attend Noel Tichy's famed Global Leadership
Program: He delivers phenomenal results. In The Leadership Engine, he comes through
once again, presenting a dynamic and groundbreaking work for all companies who want to
develop the depth of talent they need to successfully compete at the highest levels.

In this Wall Street Journal and BusinessWeek bestseller, Michigan Business School guru
and worldwide consultant Noel Tichy brings his special brand of organizational transformation
to a practical level that guarantees a leader at every level of an organization. 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
organizations have figured out how to do this. In this acclaimed bestseller, Tichy offers colorful
and insightful best-practice examples from dozens of leaders gathered from decades of research
and practical experience.

In many areas of human endeavor, from politics to business, leadership is the road to
higher accomplishments. The best leaders groom future leaders, not just those near the top, but
throughout the ranks of their organizations. Thus business leaders create “winning
organizations.” In his 1997 classic, reissued in 2002, best-selling author Noel M. Tichy, writing
with researcher and consultant Eli Cohen, explains how leaders lead, how they function as true
teachers, and how they ensure that worthy successors will follow them. While Tichy’s real-world
leadership examples from the 1990s may sport a few cobwebs, they offer timeless lessons. You
can put these lessons into practice at your company using the handy workbook Tichy
includes. Get Abstract recommends this practical, insightful guide to those interested in leading
and in teaching others to lead

The “engine” that drives accomplishment

To succeed in life, become a leader and help others become leaders too. Leadership drives
accomplishment and builds “winning companies.” Leaders in winning organizations teach
others. They possess developed, thoughtful philosophies and worldviews that enable them to
instruct future leaders. Such leaders create organizations that are “Leadership Engines, where
they actively develop the next generation of leaders.”

A good leader must have the following characteristics: integrity, accountability, empathy,
humility, resilience, vision, influence, and positivity. "Management is about convincing
people to do things they don't want to do, whereas leadership is about inspiring people to
do things they never thought they could do."

Noel Tichy has been a point guard on the management of organizations. ... The
Leadership Engine focuses on how leaders of organizations use their whole
being in creative managing. The book is an inspiration to teachers, business
leaders, and coaches.
—Phil Jackson, coach of the Chicago Bulls

This is Noel Tichy's summa. His text models the leaders he profiles: brilliant,
clear on values, and gutsy as hell. The research base is awesome. The stories
are great. The message is spot-on. The path to action is clear.
—Tom Peters, author of In Search of Excellence

Periodically, all successful organizations have to change. Once a crisis has

occurred, any organization will change, but waiting for a crisis is not often the
route to success. How to large organizations change without a crisis? Noel
Tichy correctly finds the answer in leadership--a leadership that permeates an
organization at all levels.
—Lester Thurow, bestselling author of Head to Head and The Future of
Capitalism

Anyone idea about this statement?

Anyone can lead

Leadership abides in everyone. The ability to lead is not reserved only for the “favored few in the
executive suite.” Winning companies cultivate leaders at all levels of the organization. These
firms demonstrate “sustained excellence” in the marketplace. They recognize that the pace of
change demands anticipating new developments and reacting quickly. When grooming
tomorrow’s leaders, you are establishing your place amid bright people – an army of “mini-
CEOs” positioned to make good calls and execute them well.

A leader is someone you can look up to and be proud to follow – someone whose
accomplishments are inspiring and interesting to the group that has been asked to follow
them.” “Leadership is the ability to lead and guide a group, motivating and inspiring
individuals to get them where they need to go.

To be a leader and to develop other leaders, you must have these assets:

DALISAY can you read the first one assets;

• “Ideas” – You know what it takes for your business to succeed and what must be done to get
there.

Ideas are abstract concepts in common usage and philosophy. Ideas can also be mental
representational images of some object in philosophy. Ideas have long been considered a
fundamental ontological category of being by many philosophers. The ability to create and
comprehend the meaning of ideas is regarded as a necessary and defining characteristic of
humans.

jovel can you read and explain the 2nd assets?

• “Values” – You prioritize what matters and know what ethics to instill in your company
culture.

In ethics, value refers to the degree of importance attached to something or an action,

with the goal of determining the best actions to take or the best way to live (normative ethics) or
describing the significance of various actions. Value systems are prescriptive and prospective
beliefs that influence a person's ethical behavior or serve as the foundation for their intentional
activities.

• “Energy” – You have enthusiasm and drive, and inspire others.

• “Edge” – You “make tough decisions,” take risks and help co-workers follow suit.

Leaders, making a tough decision mean having to list the pros and cons before
anything else. Putting down lists helps they approach problem-solving methodically. Listing the
different factors surrounding their decisions, or the possible outcomes gives them the confidence
to move toward the right direction.

• “Stories” – You tell tales about your experiences and how you reflected from them to
showcase your values and beliefs.

Inspiring leadership stories come from taking risks, going against the grain, and acting
for the greater good, often when motivated by a higher cause, a deep concern for others, or a
complete conviction that you're acting for the greater good.

Question? IN this 6 assets To be a leader and to develop other leaders, select 1 asset that
applied in your lives

Leading through change

For businesses to thrive, they must weather transitions. Change is inevitable; what matters is how
your company responds. If you don’t lead in times of flux, you leave your firm’s survival up to
chance. You must help your co-workers “see reality” and inspire them to react properly. This can
be challenging because people often perceive what they want to see and tend to resist change.
Overcoming such resistance requires leaders to communicate their ideas clearly, be brave enough
to risk the future on those ideas and put their ideas into active practice. Leaders who do this stay
on top of change and bring about change themselves.

When we say leading through change is, Leading people, not just processes, is what effective
change leadership entails. Successful change leaders must support employees by removing
personal and professional barriers to their success, rather than focusing solely on results.
Influence is an important skill for guiding people through change.

Leaders function in their companies’ “technical, political” or “cultural systems.” The technical
system mobilizes a company’s assets, the political system establishes recognition and rewards,
and the cultural system decides the organization’s larger beliefs. Former General Electric CEO
Jack Welch – a perfect example of a great leader – influenced all three systems at GE. He
introduced the concept of “boundarylessness” to encourage employees to work on change and to
seek innovations from outside any previously cited job limits.