Noel M. Tichy is the author of Control Your Destiny or Someone Else Will and many other business bestsellers. He is a professor at the Ross School of Business at the University of Michigan and advises CEOs around the world. Warren G. Bennis is the author of On Becoming a Leader, Reinventing Leadership, and many others business bestsellers. He is a university professor and distinguished professor of business administration at the University of Southern California. He has consulted for many Fortune 500 companies and world leaders.
Judgment is a teaching book. The authors analyze how leaders made judgment calls. Their goals are to understand what makes great leaders making good calls and to offer an effective framework to future decision makers and managers.
[...] Storylines are made to explain how the coming calls are going to transform the organization. Their goal is to allow the leader to share his vision of what the organization should become. Storyline are based on Teachable Point of View (TPOV). TPOV are the results of a mental process during which the leader uses his ideas, his values and his emotional energy to develop clear vision of how things should be from the day-to-day behavior to the strategic move. I try in this part to explain what are my ideas and my plans for the coming years; how I think things could evolve and what is my strategy. [...]
[...] It is primordial to know, or at least to be aware of, how people interact, how the organization works and how the environment evolves, to make good calls. If the leader is not aware of these aspects, the risk he makes a bad call is higher. Self knowledge Even if I only have little experience, I think I know myself pretty good. The past choices I made about my orientation through the studies for examples appeared to be good; at least I have no regrets. [...]
[...] One of the best examples of a successful strategy judgment call could be how Brad Anderson, Best Buy's CEO, turn the company into a customer-centric company. He particularly did well during the aligning step, going through the whole organization. Crisis Judgments The most difficult thing to handle during the crisis judgment process is to deal with the emergency of the situation. During crisis, the time is compressed; you don't have as much time as you would like, especially to prepare your call, but, anyway, you have to take time for reflection. [...]
[...] The purpose of the matrix is to predict how a candidate could make, as a leader, good calls in the future, based on his knowledge, in the different domains. Through the example of GE, the authors stress on the importance of particular people judgment: the CEO succession. The choice of a CEO is the most critical judgment because all the other judgment will be his responsibility: people, strategy and crisis. Because the future new CEO need to be aware of every aspects of the organization, Tichy and Bennis believe the best way to realize a successful CEO succession is to build a leadership pipeline in order to bring, step by step, potential successors to the top-team around the CEO. [...]
[...] During this phase, he must take the required actions, allocates the right resources to the right places to make his call happen. In order to keep the situation under control, measures, observations, and feedbacks should be used to check if everything happen as planned. Because it's never the case, leaders and executives must learn and understand what is happening to be (MGT200: ORGANIZATIONAL BEHAVIOR & THEORY PIERRE-YVES LE FOLL Page able to adjust their actions. It's just like a sailor dealing with the wind forced to tack to reach his destination. [...]
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