The bestselling author of The Leadership Engine shows how great leaders develop their business knowledge into "teachable points of view" and in turn learn from the employees they are teaching.
Calling this exchange a "virtuous teaching cycle," Professor Noel M. Tichy shows how business builders from Jack Welch at GE to Joe Liemandt at Trilogy create organizations that foster knowledge exchange and how their efforts lead to smarter, more agile companies -- and winning results.
Using examples from GE, Intel, Dell, Southwest Airlines, 3M, Yum! Brands, The Home Depot, Genetech, Trilogy, and many others, Tichy presents and analyzes these principles in action and explains how managers can begin to transform their own businesses into teaching organizations and, consequently, better-performing companies.
Read by Ron McLarty
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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).
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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