Rating: 
Summary: "Winning Organizations are Teaching Organizations"
Review: "A major part of my job has always been figuring out what works and what doesn't. Several years ago, however, the great disparity between the track records of the corporate winners and losers prompted me to step back and specifically tackle the broader question: Why do some companies succeed while others fail? The answer I have come up with is that winning companies win because they have good leaders who nurture the development of other leaders at all levels of the organization. The ultimate test of success for an organization is not whether it can win today but whether it can keep winning tomorrow and the day after. Therefore, the ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success even when he or she is not around. The key ability of winning organizations and winning leaders is creating leaders" (from the Introduction).In this context, Noel Tichy divides his book into ten chapters. After defining what he means by 'winning' in Chapter 1, in the rest of the book, he talks specifically about what winning leaders do that makes them winners and how they develop other winning leaders at all levels of their organizations. In order to help reader, he emphasizes following 30 main themes that emerged in the book: * Winning is about leadership, * Leaders have ideas, values, energy and edge, * Without leaders, organizations stagnate, * Leaders manage through times of change, * Leaders make things happen, * Leaders are revolutionaries, * Great leaders are great teachers, * Winning leaders make teaching a personal priority, * Winners have a 'teachable point of view,' * Winning leaders draw from their past, * Leaders' stories reveal their teachable points of view, * Everyone has a usable past: Leaders just use theirs better, * Winning organizations are built on clear ideas, * Leaders make sure the ideas are current and appropriate, * Ideas are the framework for actions at all levels, * Winning organizations have strong values, * Winning leaders live the values-privately and publicly, * Values are a key competitive tool, * Winning leaders are high-energy people, * Winning leaders create energy in others, * Times of transition: Teachable moments, * Winning leaders never take the easy way out, * Categories of edge, * Edge isn't cruel, it's honest, * Winning leaders portray the future as an unfolding drama, * Winners' stories create scenarios for success, * Leaders' stories are dynamic and motivating, * Winning leadership is about building for the future, * Success is achieved by developing other leaders, * The best leaders know when it's time to leave. Finally, he says that "Organizations that have a Leadership Engine win because they have leaders at every level who teach others to be leaders. Teaching and learning are at the heart of these organizations." Highly recommended.
Rating: 
Summary: Simple and to the point.
Review: A refreshing look at an important element in management is given in this book. Stripped of jargon, the book offers insights gleaned from real leadership situations of successful corporations. What was especially useful were the appendices as they provide a guide for the rejuvenation process of a corporation. Perhaps, one area that Tichy and Cohen could look into is that of the educational arena, where even tested business practices have not been entirely successful in turning school management around.
Rating: 
Summary: Mostly filler in here
Review: Even for an audiobook, this book is long-winded and insubstantial. There are no good ideas to be found here. There's nothing inherently wrong with the concept of creating leaders at every level of an organization, but his thesis does not reveal anything profound about leadership. And Tichy's examples don't seem well-chosen: he's obsessed with Jack Welch and GE. His treatment of Howard Gardner's Leading Minds is particularly bad considering that Leading Minds is a leadership classic. For those dissapointed with this book (as I was), I suggest Leaders: The Strategies For Taking Charge by Bennis and Nanus. It provides very good strategies for building a compelling vision for your company.
Rating: 
Summary: Leadership for lightweights
Review: Even for an audiobook, this book is long-winded and insubstantial. There are no good ideas to be found here. There's nothing inherently wrong with the concept of creating leaders at every level of an organization, but his thesis does not reveal anything profound about leadership. And Tichy's examples don't seem well-chosen: he's obsessed with Jack Welch and GE. His treatment of Howard Gardner's Leading Minds is particularly bad considering that Leading Minds is a leadership classic. For those dissapointed with this book (as I was), I suggest Leaders: The Strategies For Taking Charge by Bennis and Nanus. It provides very good strategies for building a compelling vision for your company.
Rating: 
Summary: One to add to your library.
Review: Good thought provoking read, but could have used more examples from ordinary leaders versus Fortune 500 CEO's. For a small business owner or someone who wants just to be a better leader, there is some application but mostly in generalities not specifics.
Rating:
Summary: Excellent!
Review: Great indepth information about our leading edge corporate leaders. The concept of E3 is one that will help shape the thinking of our next generation of leaders. This is the best business book that I have read. The stories are practical and riveting.
Rating:
Summary: Business Success is people dependent - Develop Great People
Review: I find this book to be much more than a how-to book on developing strong leaders. I find the examples and templates to be an excellent framework for your team members and employees to develop their mission, objectives and people development. There are formal leaders and informal leaders in every group. You can't succeed without both understanding the objectives, risks, strengths and weaknesses of the situation. Noel Tichy has been a leading consultant to many of the big name corporate leaders and companies. From GE, Coca Cola, Mercedes Benz Tichy takes you through his experiences, to provide practical, sound advice that you can pick up and begin to use immediately in you business. I have personally utilized many of the concepts with my employees together in meetings or individual coaching sessions to identify their development strengths and weaknesses or dealing with difficult coaching moments. The format and style have been easily accepted and used again by my team leades on their own. I highly recommend the book for all leaders, of any level to develop yourself and your team. You will find this book to be a ready reference over and over for succession planning, business planning and performance evaluations of your leadership team each year.
Rating:
Summary: A dissapointing, simplistic approach to complex issues
Review: I grew increasingly bored and disappointed with this book the more I read. Early in the book, Tichy seems to say something important, and I read with great interest. Quickly my enthusiasm waned, as I realized that many of those he cites as exemplary, such as Eckhard Pfeiffer at Compaq and Dick Notebaert at Ameritech, are not the great success stories he makes them out to be. Pfeiffer was booted out of Compaq and Ameritech is now merging with SBC. Perhaps it's an occcupational hazard with authors of business books that they risk seeing their best examples of success go down in flames shortly after their books are published. In any case, this one is skippable.
Rating:
Summary: Reasonable points plus a ton of filler
Review: I learned some interesting points, such as some ideas on how a leader can increase his company's focus on growing people. But the 2 long cassettes were also full of platitudes and unnecessary, non-illuminating anecdotes. This is a "thin" book padded out to seem "thick".
Rating:
Summary: APPEALING AT THE BEGINNING
Review: I read Tichy's ideas for the first time in a Harvard Business Review exhibit which he wrote to be inserted in an interview with Jacques Nassar, former CEO of Ford Motor in an issue from 1997/1998. That exhibit was so illuminating I went just right then to get a copy of the whole book in the library. I should've stayed with the exhibit in the magazine... The CORE of the ideas of Mr. Tichy is superb. Really. Building a model (a triangle which is not, for one of the corners includes "emotional, energy and edge" and there's is not the sligthest reference in the book why these are bundle together) where he included values, ideas and the emotional side to introduce the discipline of the storytelling in the organization is a premier work intended to give a method to build those stories (World Bank, 3M, Ford and many other companies with a long tradition of strategic planning are working on this line, prefering it over conventional bullet lists, formats and charts but back in 1997, when Tichy's work arrived it was a weird idea). BUT that's all! If you expect to learn here how to buid the "teachable point of view" (this is how Tichy christened his baby) forget it. At least an useful one. Many water has gone under the bridges since 1997 and there're many subsequent authors with better techniques to teach you to do so. Nevertheless, Tichy's work is a nice model to keep in mind when you build and use the strategic stories. But as a framework... and I've got that in the little excerpt of the exhibit in HBS. Last, but not the least... the examples. And this REALLY bothered me. Rather than present the teoric foundations for his ideas, in order to let you to figure out how he get there and then let the reader to develop his own path (like Collins&Porras, Tichy's nemesis, did in "Built to last"), Tichy gives an harangue of two or three lines with his ideas and then throw at you a 3-pages example so tailored-made for the concept you wonder if he's not explaining a coyuntural practice in some organization which he happened to hear about or maybe witness now and then rather than give you some new insights about leadership. And that organization, 70% alongisde 250 pages or so, is GE, 20% is AliedSignal's Larry Bossidy (a GE insider) and the 10% are ocassional references to Ameritech or well-konwn leaders so suitable for the day-to-day environment of XXI century business like Martin Luther King and Winston Churchill. Of course you can learn from any leader, that's what metaphors are for, but it's risky at least to compare the deployment of some set of values and ideas in a company with somebody who broadcast alive in the middle of some war. HOW the leaders deploy their messages (not the build of the message, but the media and the selection criteria they used) is a major absence in this book. And when it comes to learn about diagnostics and measures for the performance of his idea, Tichy olimpically come down from the bronco saying "I think the value market is the best measure to keep track of the performance of the company in the long term". And thats's it: one line and a half and keep going repeated like a mantra (I wonder what does Tichy thinks about some market values like Enron' And by the way, Ken Lay wrote in the back of the book a very nice appraisal of this leadership method to succeed in the market...) Which means if you're CEO in a private held company, a non-profit organization, a multillateral banking institution like IMF, a public company far away from the S&P or Dow Jones or the local chamber of commerce, you can implement these ideas but for measures go to the nearest church. Noel Tichy was director at mythical Crotonville GE Human Developing Center. And the book become for moments a "Thanks my sweet lord psalms choir" to Jack Welch. Who is, no doubt, the best known business leader worldwide today. And Tichy used his previous book (Control your destiny) about the great man to quote himself a lot of times as authoritative source. But with the teorics of the book, it is at least arrogant to place such an emphasis in this company. I mean, if "winning companies" are the ones who win today, tomorrow and the next day by the inheritance and labor of its present leaders, how Tichy knew it would be the case back in 1997? Jeffrey Immelt hasn't been appointed to the office and you simply can't know, even today, 5 years after the book, if Welch revolution will survive him. Tichy made an example of his method and of a "winning company" out of Coca Cola under Goizueta reign, and you can go to ask about all this revolution to his succesors, Doug specially. Welch might well become a sort of Tom Watson, the head of the company Tichy's beat to death every single opportunity he has to the point you wonder if they fired or offended him in some moment: if he couldn't illustrate some point in the book with some real practice, then he explain it by default showing HOW IBM didn't do this or that and ergo fell down... and GE sure has, no doubt, somewhere around the world, even if he can't prove that, but the wonderful market value of the company is enough proof. And by the way.... if you read "Straight from the gut" by Welch himself, you learn many of Tichy' affirmations about his practices are, to be candorous, descontextualized or mistaken. In short, a very, very good idea with a very, very bad excution in a very, worse package.
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