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June 5-7, 2012 I Ann Arbor, Michigan December 3-5 ... - Noel Tichy

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June 5-7, 2012 I Ann Arbor, Michigan

December 3-5, 2012 I Naples, Florida


Praise for the book JUDGMENT: How Winning Leaders

Make Great Calls by Noel M. Tichy and Warren G. Bennis

“This is an instant classic that will be read and consulted

by leaders — and those who seek to become leaders — for

years to come.”

— RICHARD D. PARSONS,

Chairman and CEO, Time Warner

“Great calls deserve a comparable book to explain them, and

now we have one. Read, learn, enjoy.”

— GEORGE P. SCHULTZ,

Former United States Secretary of State

“The leadership judgment framework is a tool leaders can

use to develop the ability in their executive teams. This book

can benefit anyone who is in or aspires to be in a

leadership role.”

— DIETER ZETSCHE,

Chairman, DaimlerChrysler

“Judgment, from two of the most respected thought leaders

of our times, is a blueprint, a gift to leaders of the future.”

— FRANCES HESSELBEIN,

Chairman, Leader to Leader Institute, and

Founding President, Peter F. Drucker Foundation for

Nonprofit Management

Tichy and Bennis write with clarity and good sense. You

can hang your hat on the authors’ understanding of good

judgment and its role in effective leadership.”

— JEFF KINDLER,

Chairman and CEO, Pfizer

“Judgment is a singular achievement. It’s just the right

blend of management wisdom and leadership action.”

— HOWARD SCHULTZ,

Founder and Chairman, Starbucks

“Judgment is an enjoyable read illuminating key judgments

made by some of America’s foremost business leaders.”

— DAVID W. HELENIAK,

Vice Chairman, Morgan Stanley

“This is as close to a definitive book on leadership as one

can pray for.”

— AMITAI ETZIONI,

Author of My Brother’s Keeper

“I am a raving fan of both Noel Tichy and Warren Bennis. In

this important book they give a crash course on judgment,

revealing the tools great leaders use to make the right calls

at the right time.”

— KEN BLANCHARD,

Coauthor, The One Minute Manager and

Leading at a Higher Level

“[It] is about how leaders put the energy into vision and

strategy… Absorbing.”

— EDWARD A. SNYDER,

Dean, University of Chicago Graduate School of Business

“If you were to read only one book this year on

leadership, this would be it.”

— VIJAY GOVINDARAJAN,

Professor of International Business, Tuck School at

Dartmouth

Noel Tichy and Warren Bennis have provided a valuable

resource for anyone who aspires to be an effective leader.

Judgment provides a real-world, substantive look at how

to make the right calls. Making good decisions is both an

art and a science. Noel and Warren give us great coaching in

both areas!”

— DAVID BRANDON,

Domino’s Pizza, Inc.

“Business leaders’ careers live or die based on the quality of

their decisions. Good decisions require good judgment and

Tichy and Bennis have provided an excellent map that will

guide executives through the judgment process.”

— GEORGE JONES,

President and CEO, Borders Group

Noel Tichy and Warren Bennis, two of the era’s premier

observers and advocates of leadership development,

offer a compelling account of how judgment calls —

whether setting strategy, building a team, or resolving a

crisis — are the essence of what capable leaders must do.”

— MICHAEL USEEM,

Author, The Leadership Moment and The Go Point

Professor and Director, Center for Leadership at the

Wharton School, University of Pennsylvania

“A very interesting and insightful analysis of a critically

important topic that is full of great examples bringing the

material to life.”

— EDWARD LAWLOR,

Author, Built to Change and

Professor, University of Southern California

Tichy and Bennis offer new insights on what leaders in

the Knowledge Society need to do: make themselves

better and, at the same time, teach and develop the

judgment capacity of others. In addition to embracing the

tacit/explicit duality, leaders who make good judgments have

to cultivate this self/others duality as well.”

— HIROTAKA TAKEUCHI,

Coauthor, The Knowledge-Creating Company and

Dean, Hitotsubashi University MBA Program in Tokyo

“Judgment has provided the guide we truly need — a

substance driven, story supported book that provides the

kind of wisdom that will dramatically increase the success of

leadership actions.”

— LEN SCHLESINGER,

President, Babson College


About the Program

The Leadership Judgment Program is based on 30 years of work by Professor Noel Tichy who has written extensively on leadership,

change and knowledge creation (over 12 books and a hundred articles). The program draws on his extensive practical experience

applying the concepts of action learning, leaders as teachers and the building of virtuous teaching cycles. Professor Tichy headed up

GE’s famed Leadership Development Center, Crotonville, and has worked with CEOs around the world to develop leadership development

capacity including Accenture, Genentech, Intel, Intuit, Mercedes Benz, Microsoft, Nokia, Nomura Securities, PepsiCo, Royal Bank of

Scotland, Royal Dutch/Shell and many others.

The Leadership Judgment Program is designed to help leaders make good judgments about people, strategy and crisis based on their

own Teachable Point of View. The highly interactive, three-day experience is designed to provide new concepts, benchmark best

practice examples, and provide real time coaching from faculty and other participants. The participants are prepared at the end of the

program to teach and develop leadership capacity in their own organizations; they leave the program with a framework and action plan

for making judgments about people, strategy and crisis in their own organization. In addition, they will leave with action plans for

developing judgment in the next generation of leaders.

Best Practice Benchmarks

GENERAL ELECTRIC

Jeff Immelt, CEO of GE, whose judgment to grow through research and

development transformed GE into the world’s premier technology

growth company. If you show up on the right day every couple of weeks

at GE’s Crotonville Leadership Development Institute, you will find Jeff

Immelt. Immelt like his predecessor Jack Welch spends an enormous

amount of time interactively teaching judgment. Immelt’s commitment

to teaching was deeply embedded in the GE DNA by former CEO, Jack

Welch. Says Welch, “I went to Crotonville every 2 weeks for 20 years to

interact with new employees, middle managers and senior managers. I

never missed a session.”

NEW YORK CITY DEPARTMENT OF EDUCATION

Joel Klein, chancellor of the New York City Department of

Education, who made tough calls about teachers, students, and

parents while turning around a troubled school system. Find out how

Joel Klein and Bob Knowling rapidly built the New York City Leadership

Academy for Principals.

PROCTER & GAMBLE

A.G. Lafley, CEO of Procter & Gamble, who bet $57 billion to purchase

Gillette and reinvent his company. How did Lafley revive P&G after

taking over amid a crisis?

ROYAL DUTCH/SHELL

In a matter of one year, Royal Dutch/Shell, Chairman, Cor

Herkstroter, led an effort that taught over fifty thousand leaders in a

program called Focus Results Delivery. How did Shell employees worldwide

deliver on projects worth several billion dollars of cost savings and

innovative ideas for top line growth?

PEPSICO

Former CEO of PepsiCo, Roger Enrico, spent weeks of his time each

year teaching the next generation of leaders how to make good

judgments. How did Enrico spend 5 days from dawn until late in the

evening teaching each leadership session to help executives shape

their leadership judgment? How did 200 PepsiCo leaders execute on

their calls to shape the company’s future?

BEST BUY

Brad Anderson, CEO of Best Buy, who made the call to commit totally

to a customer-centric strategy and led his people to execute it. How did

Best Buy transform itself by creating better judgment capability in

associates right down to the store level? How did it teach its employees

to make good judgments when dealing with diverse customer

segments?

SPECIAL OPERATIONS

The late General Wayne Downing, who found an unexpected

opportunity in the midst of crisis when he led the Special Operations

raid to capture Manuel Noriega. How do the United States Navy SEALs

and Army Rangers create leaders with people judgment to assume

command of any team, anytime, anywhere?

BOEING

Jim McNerney, CEO of Boeing, whose strategic judgment helped him

reinvigorate his company and restore a culture of trust and respect.

How does McNerney make people judgment calls starting from the top?


LEADERSHIP JUDGMENT PROGRAM

4

Judgment: The Genome of Leadership

Whether we’re talking about United States presidents, CEOs, Major League coaches, or wartime generals, leaders are

remembered for their best and worst judgment calls. In the face of ambiguity, uncertainty, and conflicting demands, the

quality of a leader’s judgment determines the fate of the entire organization. That’s why judgment is the essence of

leadership.

Yet despite its importance, judgment has always been a fairly murky concept. The leadership literature has been conspicuously

quiet on what, exactly, defines it. Does judgment differ from common sense or gut instinct? Is it a product of luck? Of

smarts? Or is there a process for making consistently good calls?

Judgment is the essential genome of leadership. Ultimately, a leader is judged by others on the performance of his or her

organization. That performance is reliant on many factors; some are large — such as who to put in key jobs — while

others are smaller — such as how to manage a product introduction or policy change. Each of these performance factors,

whether big or small, requires judgment. That is, they demand that a leader use however much data is available to

determine when to act and what to do.

Four Types of Knowledge Guide Judgments


A Dynamic Process

There is a distinction between judgment and decision making. Much of the academic literature and popular notions of

decision making culminate in a single moment when the leader makes a decision. In truth, judgment is a process that

unfolds over time. Analysis of this process has either been absent, leaving leaders to unconsciously pick a course of

action, or has been unrealistically linear. The judgment process is actually more like a drama with plotlines, characters,

and sometimes unforeseen twists and turns. A leader’s success hinges on how well he/she manages the entire process,

not just the single moment when a decision is made.

5

Domain:

Most of a leader’s important calls reside in one of three domains: people, strategy, or crisis. People judgments — getting

the right people on your team and developing up-and-comers who themselves demonstrate good judgment — are

foundational. The people around you help you make good strategy judgment calls and the best decisions during the

occasional but inevitable crisis. It’s sometimes possible to repair the damage — to a company or a career — that results

from misjudgments about strategy or crises, but it is almost impossible to recover from poor people judgment.

There are three critical domains in which most important calls are required:

> Judgments about people

> Judgments about strategy

> Judgments in time of crisis

Constituencies:

A leader’s relationships are the sources of the information needed to make a successful call. They also provide the means

for executing the call, and represent the various interests that must be attended to throughout the process. A leader must

interact with these different constituencies and manage those relationships to make successful calls. In addition, to

improve judgment making throughout the organization, the leader must use these interactions to help others learn to make

successful calls.

Execution:

The leader must oversee the entire process to make sure the call produces the desired results. The test of leadership is

how well the leader adapts during the process to drive a successful outcome. There is no such thing as a strategy that’s

good in theory but lousy in execution. A leader sets his or her organization on a course based on the premise that it will

lead to success. Recognizing execution limitations during the judgment process is as vital as having intellectual clarity

about a potential breakthrough strategy. Similarly, people judgments rest on whether people put in leadership positions are

able to do the job with integrity and courage as they deliver results.

The diagram on the next page shows how these dimensions play out in the judgment process.


LEADERSHIP JUDGMENT PROGRAM

6

The Phases of the Judgment Process

Building a Pipeline of Leaders with Good Judgment

Judgment is an area that has been largely ignored in most succession planning processes. Despite the fact that a leader’s

track record on key judgments is a measure of leadership effectiveness, few leadership appraisals seriously evaluate the

quality of a leader’s judgments. Developing leadership judgment can’t just be reserved for those at the top of an

organization. Indeed, leaders at all levels are called upon to make judgments that impact their organization’s customers,

employees, suppliers, and many other stakeholders.

Building a pipeline that develops judgment in others requires leaders to use their HR systems more effectively. How do you

reward people for making good judgments? How do you define the knowledge and skills needed to shape judgments at

different career levels? How can someone’s judgment track record be used to improve hiring? Until leaders have answered

these questions, they aren’t doing everything they can to prepare other leaders to make good judgments.


LEADERSHIP JUDGMENT PROGRAM

A Storyline for Successful Judgments

By it’s very nature, any judgment call could lead to any of several outcomes, so leaders need a clear context. This is

different from vision and strategy, though it combines elements of both. One way to create such a context is to develop a

storyline that describes a company’s identity and direction and contains three elements: an idea about how to make the

organization successful; an articulation and reinforcement of the organization’s values; and a strategy for generating the

energy needed to accomplish its goals. When the need for judgment arises, leaders can juxtapose the consequences of a

decision against the storyline to get a clear picture of what to do.

7

This storyline, whether consciously or otherwise, can propel us toward action and sometimes cloud our judgment. That is,

we often make judgments that try to preserve the storyline we desire. This can lead to conforming data to fit prejudices or

it can lead to selectively neglecting data that may contradict our desired storyline. For those who are not conscious of the

storyline that they have written, they may fail to sense and respond to critical changes in the world around them.

On the positive side, a storyline can also prepare us to make challenging judgments by helping us anticipate potential

outcomes and interactions between the many actors and factors that may affect us. Those leaders who are able to imagine

a dynamic storyline for themselves and their organizations are able to shape the living drama that plays out over the

course of a judgment call.

The leader has a key role in developing the storyline for a team or an organization. First, by composing the storyline and

sharing it, he or she works to align others around a vision of success. The leader’s actions are also determinants of how

the narrative unfolds. The key judgments that leaders make along the way — comparing events in the real world to the

expected storyline — help to keep the team on course or adjust when necessary. The leader is similar to a writer who

directs and stars in his or her own movie, making changes to the script along the way as the plot unfolds.

The Foundation for Judgment: Your Teachable Point of View

The first step is making your personal storyline explicit. This starts with having a Teachable Point of View about where your

organization is going in the future. Simply put, a Teachable Point of View is an articulation of the ideas that will help your

organization be successful, the values required to be on your team, and how you will energize people along the way. These

components — ideas, values, and emotional energy — become your guideposts for making judgments. The ability to face

reality and make such judgments is what Jack Welch, General Electric’s former CEO, called “edge.”

Leadership judgments are made in the context of the storyline based on the building blocks of a Teachable Point of View as

illustrated in the figure on the next page.


8

A Teachable Point of View Shapes Your Judgment Storyline

Ideas

Values

Emotional

Energy

Judgment Calls

made in context of the:

Storyline

Case for change

Where are we going

How will we get there

The elements of a Teachable Point of View form an interactive system that helps you lead your organization. Each element

reinforces the other elements:

Ideas

Great companies are built on central ideas. By passing the ideas to others, and teaching others how to develop good ideas,

leaders create organizations that are delivering successful performance.

Values

Winning leaders articulate values explicitly and shape values that support business ideas. For example, GE’s Jack Welch

articulated the value of “boundarylessness” in order to facilitate speed-to-market, the generation of ideas, and the sharing

of best practices.

Energy

Winning leaders are highly motivated and they motivate others about change and transition. Leaders energize others when

they personally engage them fully and attentively with realistic hopes about the future.

The Leadership Judgment Program will challenge participants to develop their Teachable Points of View and stories

through faculty-led discussions and interactive exercises. This includes using research and a proprietary database of

examples that spans businesses, government, military, health care, and non-profit sectors. Some of the organizations

that provide world-class benchmarks include GE, Boeing, P&G, Intuit, Yum! Brands, Best Buy, New York City Public

Schools, and U.S. Special Operations Forces.


Building Organizational Capacity for Good Judgment






9






Virtuous Teaching Cycle

Engages

Teacher in

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Learner

Knowledge

Creation

Teacher

mmng

nn

nnrn

n

Sets the

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10

Who Should Attend

Whether you’re running a small department or global corporation, the Leadership Judgment Program will give you a

framework for evaluating any situation, making the call, and correcting if necessary during the execution phase. It will

show you how to handle the overlapping domains of people, strategy, and crisis management. And it will help you teach

your entire team to make the right call more often.

This program is ideal for senior line executives and senior level staff people. Ideally, a senior executive will attend with a

team of people –– for example, a division president who brings her line and staff managers. Teams are better able to

maximize the program’s impact by working together to develop strategies for transforming their businesses, including

moves in the market and methods of developing other leaders.

Human resource managers will increase their own ability to lead and also learn to help others be better leaders. Their

effectiveness is also enhanced by bringing a team of people. Of course, individual managers are welcome. Past participants

have held positions as Managers, Directors, Vice Presidents, and CEOs, with specialization in a wide range of

functional areas.

The Leadership Judgment Program is an intense, highly interactive, three-day experience. It is based on dozens of action

learning programs that were developed to help large companies transform through developing leaders. These have their

roots at Crotonville (General Electric’s Management Development Center), where Noel Tichy was the director from 1985 to

1987. They have gone on to be used at companies that range from Accenture, GE, Genentech, Nokia, Nomura Securities,

PepsiCo, Royal Dutch/Shell, and others.

The framework for the program is a “coaches’ clinic.” Every participant is a leader in their own sphere and they have the

responsibility to develop other leaders. The program, like a tennis camp, is the chance to pull the game of leadership apart

— working on each individual element — and then putting it together again into the whole game. After the program,

participants must be prepared to go to their individual work units and teach others to be leaders as well — thus the

“coaches’ clinic.”

Each module is based on the idea that people gain from benchmarking others. No matter their profession — a tennis

player, an opera singer, a musician, an executive — individuals benefit from looking at other examples. For each module of

the program, the facilitators will introduce concepts and offer benchmarks. Then, participants will be asked to apply this to

their own situations. Throughout the program, participants will coach each other and be coached by facilitators. They have

been used at organizations that include Accenture, GE, Genentech, Nokia, Nomura Securities, Royal Bank of Scotland, Intel,

Royal Dutch/Shell, and others.


CORE PROGRAM

LEADERSHIP JUDGMENT: Making Great People, Strategy and Crisis Calls

> Framing good judgments

> Having a TPOV to drive judgment

> Developing leaders at all levels who exercise good judgment

> Developing a leadership judgment pipeline

11

Agenda

DAY 1

DAY 2

DAY 3

AM



Personal Assessment:

Leadership Judgment Journeyline

Organizational Audit: Organizational

Judgment Assessment



Transformational Leadership

Building an Operating System for

Good Judgments


Leadership Judgment Pipeline

Development: Stages, Experiences,

Measurements


Foundations of Good Judgment:

Ideas & Values


Having the Edge to Make the

Tough Calls


Leadership Judgment Teaching

Preparation

PM


360 Feedback & Improvement Plan


Developing a Judgment Storyline

for the Organization

General Admission Information

The program is intended for people in senior positions who are committed to the development of leaders in their

organizations. Teams from the same company are encouraged to attend together to enhance the transfer of learning.

The Director will be glad to confer with sponsoring organization members regarding the program and the application

process. Potential sponsors and applicants are encourage to contact Ida Faye Webster, Assistant Director with the Global

Business Partnership at 734.998.6353 with any questions.

Applications for admissions are accepted on a rolling basis but we suggest submitting at least six weeks prior to the

program’s starting date.

Program Fee

The program fee includes tuition, books, instructional materials as well as accommodations, meals and coffee breaks

during the 3-day workshop.


CORE FACULTY

Noel M. Tichy

Noel

Noel

M.

M.

Tichy

Tichy

Noel M. Tichy

Dr. Noel M. Tichy is a Professor of Management & Organizations at the Ross School of Business

at the University of Michigan, where he is the director of the Global Business Partnership, which

for over a decade ran the Global Leadership Program, a 36-company consortium of Japanese,

European and North American companies who partnered to develop senior executives and

conduct action research on globalization in China, India, Russia and Brazil. He is now partnered

with the Boys & Girls Clubs of America to build a world class capability for leadership

development. Professor Tichy also conducts the Leadership Judgment Program executive

workshop at the University of Michigan. Most recently, he led the launch of the Global Corporate

Citizenship Initiative in partnership with General Electric, Procter & Gamble and 3M, designed to

create a national model for partnership opportunities between business and society

emphasizing free enterprise and democratic principles.

In the mid 1980s, Dr. Tichy was head of GE’s Leadership Center, the fabled Crotonville, where

he led the transformation to action learning at GE. Between 1985 – 1987, Dr. Tichy was

Manager of Management Education for General Electric where he directed its worldwide

development efforts at Crotonville. Prior to joining the Michigan faculty, he served for nine years

on the Columbia University Business School faculty.

Professor Tichy is the author of numerous books and articles. His most recent book is

JUDGMENT: How Winning Leaders Make Great Calls (Portfolio 2007, with Warren Bennis).

He also authored THE ETHICAL CHALLENGE: How to Lead with Unyielding Integrity (Jossey-

Bass 2003, with Andrew McGill), THE CYCLE OF LEADERSHIP: How winning Leaders Teach

their Organizations to Win (Harper-Collins 2002, with Nancy Cardwell) and THE LEADERSHIP

ENGINE: How Winning Companies Build Leaders at Every Level (with Eli Cohen), named one

of the top 10 business books in 1997 by BusinessWeek. He is co-author of EVERY BUSINESS

IS A GROWTH BUSINESS (with Ram Charan), published October 1998 (Random House). In

addition, Tichy is also the co-author of CONTROL YOUR DESTINY OR SOMEONE ELSE WILL:

How Jack Welch is Making General Electric the World’s Most Competitive Company (with

Stratford Sherman). Tichy has long been regarded as a staple of management literacy as noted

by his rating as one of the “Top 10 Management Gurus” by BusinessWeek and BUSINESS 2.0.

He has served on the editorial boards of the Academy of Management Review, Organizational

Dynamics, Journal of Business Research, and Journal of Business Strategy and was the

founding editor and chief of HUMAN RESOURCE MANAGEMENT.

Noel Tichy consults widely in both the private and public sectors. He is a senior partner in

Action Learning Associates. His clients have included: Best Buy, GE, PepsiCo, Coca Cola, GM,

Nokia, Nomura Securities, 3M, Daimler-Benz and Royal Dutch/Shell.


Christopher M. DeRose

Christopher DeRose is an active researcher and consultant in the area of organizational change and

leadership. He assists business leaders to improve their organization’s growth and profitability while

concurrently developing the next generation of leadership.

13

He has been an associate of the Global Business Partnership, a department of the Stephen M. Ross

School of Business at the University of Michigan, a consortium of leading multinational corporations,

since 1989. He also teaches Executive Education with Noel Tichy at the Business School. Additionally,

DeRose is a partner with Action Learning Associates, a consulting firm specializing in development

and delivery of CEO-driven, large-scale transformation. He has consulted and taught around the world

with companies such as Royal Dutch/Shell, Ford Motor Company, Agilent, 3M and HP.

Christopher M. DeRose

His research and consultation in the areas of leadership, organizational change, and growth has taken

place in the automotive, telecommunications, publishing, e-commerce, software, financial services,

biotechnology, pharmaceutical, energy, semiconductor, retail and beverages industries. DeRose has coauthored

book chapters, development handbooks, and articles for publications such as Fortune Magazine,

Training & Development, Journal of Cost Management, and Australian Human Resources Journal.

Prior to becoming a consultant, DeRose worked in the financial services industry and led a sales

organization in Japan. He holds a B.A. from the University of Michigan in Political Economics. He also

received his M.B.A. and M.A. of Japanese Studies from the same institution.

He currently resides in Ann Arbor, Michigan with his wife, daughter, and son. He can be contacted via

email at derose@umich.edu.

J. Richard Stonesifer

J. Richard (Dick) Stonesifer is a graduate of Teterboro School of Aeronautics and the Harvard Business

School Advanced Management Program. He began his career with GE in 1959, and spent the next 14

years with GE’s aircraft engine business in Korea, training the Korean Air Force to maintain F-5 fighter

planes, managing field service engineering in Vietnam during the war, training German fighter maintenance

personnel, and managing a number of other engine businesses. He was Chairman and CEO of GE

Philippines, and also GE Portugal, before, during, and after the Portuguese Revolution in the mid-1970s.

He served as general manager of GE’s Carboloy Systems (1978-80); chairman and CEO of GE Brazil

(1980-84); vice president and general manager, International Construction & Service Division, GE Power

Systems (1984-87); vice president and general manager-International Sales & Services Division, GE

Industrial & Power Systems (1987-88); vice president and general manager, GE Supply (1988-90); and

vice president and general manager, marketing and product management, GE Industrial & Power

Systems (1990-91). He was appointed senior vice president, GE Appliances in January 1992 and

became President and CEO in August 1992.

J. Richard Stonesifer

Dick retired from GE in July 1996. He owns his own company, is a management consultant, and

serves on several boards.


CORE FACULTY

Noel M. Tichy

Noel

Noel

M.

M.

Tichy

Tichy



Noel M. Tichy


Knowling Dr. Noel M. is Chairman Tichy is a Professor Eagles Landing of Management Partners. & EL Organizations Partners specializes at the Ross in helping School senior of Business manage-


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a JP Morgan Chase/One Equity Partners Private Equity owned company from 2005-2009. Telwares is is


a conduct leading action provider research of telecommunications on globalization in expense China, management India, Russia services.

and Brazil. He is now partnered


with the Boys & Girls Clubs of America to build a world class capability for leadership


Prior to joining Telwares; from 2001 to 2005, Knowling was Chief Executive Officer of the NYC Leader-


ship development. Academy, Professor an independent Tichy also non-profit conducts corporation the Leadership created Judgment by Chancellor Program Joel I. executive

Klein and Mayor


Michael workshop R. at Bloomberg the University that is of chartered Michigan. with Most developing recently, the led next the generation launch of of the principals Global Corporate in the New

York City public school system.


Citizenship Initiative in partnership with General Electric, Procter & Gamble and 3M, designed to


From create 2001 a national to 2003, model Mr. Knowling for partnership was Chairman opportunities and Chief between Executive business Officer and of society SimDesk Technolo-


gies, Inc. During his time at SimDesk, he defined the Company’s go-to-market strategy, developed


numerous emphasizing strategic free enterprise partnerships, and democratic and managed principles. the successful launch of the Company’s software.



Prior In the to mid this, 1980s, Knowling Dr. Tichy was Chairman, was head President of GE’s Leadership and Chief Executive Center, the Officer fabled of Crotonville, Covad Communica-

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where he directed its worldwide


development efforts at Crotonville. Prior to joining the Michigan faculty, he served for nine years


Knowling began his career in 1977 at Indiana Bell and progressed rapidly through a variety of as-

signments on the Columbia in operations, University engineering Business and School marketing. faculty. When Indiana Bell became a part of Ameritech,


Knowling assumed positions of increasing responsibility in marketing, product development, large


business Professor marketing Tichy is the and author network of numerous operations. books He was and assigned articles. to His Ameritech’s most recent re-engineering book is break-


through


JUDGMENT: development

How Winning team in

Leaders 1992. As the

Make lead

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Calls (Portfolio the Ameritech transformation,

2007, with Knowling

Warren Bennis).

reported directly to the Chairman. He was named Vice President of Network Operations for Ameritech

in He 1994. also authored Knowling THE then ETHICAL joined U CHALLENGE: S WEST in March How 1996 to Lead as Vice with President Unyielding of Network Integrity Operations.

(Jossey-


In

Bass 1997

2003, he was

with named

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McGill), Vice President

THE of

CYCLE OF Operations

LEADERSHIP: and Technologies

How responsible

winning Leaders for

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30,000-member team in charge of planning, delivering and maintaining high-quality telecommunica-


tions their services Organizations for more to than Win 25 (Harper-Collins million customers 2002, in with 14 states.

Nancy Cardwell) and THE LEADERSHIP


ENGINE: How Winning Companies Build Leaders at Every Level (with Eli Cohen), named one


Knowling was awarded the Wall Street Project’s Reginald Lewis Trailblazers Award by President

Clinton of the top and 10 the business Reverend books Jesse in Jackson 1997 by in BusinessWeek. 1999. In presenting He is the co-author award to of Knowling, EVERY BUSINESS President


Clinton

IS A GROWTH commended

BUSINESS Knowling’s

(with efforts

Ram Charan),

in developing published

a national October

agenda 1998

for (Random

the spirit House).

and mission In

of of


inclusion, opportunity, expansion, advocacy and success in the workplace for women and people of of

color addition, in the Tichy high-tech is also industry. the co-author of CONTROL YOUR DESTINY OR SOMEONE ELSE WILL:


How Jack Welch is Making General Electric the World’s Most Competitive Company (with


Knowling serves on the board of directors for Ariba in Sunnyvale, California, where he he is is the lead


director; Stratford Heidrick Sherman). & Struggles Tichy has International, long been regarded Inc. in Chicago, as a staple Illinois; of management Roper Industries literacy in in Sarasota,

as noted

Florida; by his rating and Bartech as one of Group the “Top in Detroit, 10 Management Michigan. He Gurus” is also by a BusinessWeek member of of the and advisory BUSINESS board for 2.0. for


Northwestern


He has served University’s

on the editorial Kellogg

boards Graduate School

of the of

Academy Management. Knowling

of Management has

Review, been

Organizational

a YMCA

volunteer for more than 20 years and served as chair of the National Services group for for the the YMCA in in


1993. Dynamics, He maintains Journal of an Business active nationwide Research, corporate and Journal and of public Business speaking Strategy schedule.

and was the


founding editor and chief of HUMAN RESOURCE MANAGEMENT.

In

In 2011, Knowling published, YOU CAN GET THERE FROM HERE: My My Journey from Struggle to to Success,

a motivational business book.

Suc-


Noel Tichy consults widely in both the private and public sectors. He is a senior partner in


Knowling

Action Learning received

Associates. a Bachelor

His of Arts degree

clients in

have theology

included: from

Best Wabash

Buy, College

GE, and

PepsiCo, and a

Coca master master of

Cola, GM, of business

administration from Northwestern University’s Kellogg Graduate School School of of Business. Business.

business



Nokia, Nomura Securities, 3M, Daimler-Benz and Royal Dutch/Shell.

Contact

Contact

Information:

Information:

knowling@eagleslandingpartners.com


knowling@eagleslandingpartners.com

www.eagleslandingpartners.com

www.eagleslandingpartners.com


HOW TO REGISTER

14

Program Confirmation

Once your application has been accepted, an acknowledgment letter and invoice are sent. This communication ensures

that a place will be reserved for you in the program. Due to costs associated with establishing, holding and refilling

participation slots, along with associated costs of pre-course materials, the following cancellation charge schedule has

been established.


Payment and Refund Policy

Payment Policy

> Program fees are due in full upon acceptance into this program.

Transfer Policy

> One transfer is allowed per registration and must be received in writing.

> Requests received within 6 weeks of class start date will incur a $250.00 administrative fee.

Substitution Policy

> Qualified substitutes for registrations can be accommodated with advance written notice.

Cancellation Policy

> All cancellation notices must be received in writing.

> Cancellation fees are based on the number of weeks

from the class start date the request is received.

6 or more weeks prior .......10% of program fee

2 to 6 weeks prior .............50% of program fee

Within 2 weeks .................100% of program fee

The University of Michigan reserves the right to change without notice any statement

in this bulletin concerning, but not limited to, curricula, courses, faculty, tuition, fees,

policies, and rules. If course or curriculum changes take place after you commence

the program, we will make every effort to implement the changes in your best interest.

Printed on recycled paper.

© University of Michigan Business School, 2007

Noel M. Tichy

The Regents of the University:

Julia Donovan Darlow, Ann Arbor; Laurence B. Deitch, Bloomfield Hills; Olivia P. Maynard, Goodrich; Rebecca McGowan, Ann Arbor; Andrea Fischer Newman,

Ann Arbor; Andrew C. Richner, Grosse Pointe Park; S. Martin Taylor, Grosse Pointe Farms; Katherine E. White, Ann Arbor; Ex-Officio Member, Mary Sue

Coleman, President, University of Michigan.

The University of Michigan, as an equal opportunity/affirmative action employer, complies with all applicable federal and state laws regarding nondiscrimination

and affirmative action, including Title IX of the Education Amendments of 1972 and Section 504 of the Rehabilitation Act of 1973. The University of Michigan

is committed to a policy of nondiscrimination and equal opportunity for all persons regardless of race, sex, color, religion, creed, national origin or ancestry, age,

marital status, sexual orientation, disability, or Vietnam-era veteran status in employment, educational programs and activities, and admissions. Inquiries or

complaints may be addressed to the University’s Director of Affirmative Action and Title IX/Section 504 Coordinator, 4005 Wolverine Tower, Ann Arbor, Michigan

48109-1281, (734) 763-0235, TDD (734) 647-1388. For other University of Michigan information call (734) 764-1817.


A P P L I C A T I O N F O R A D M I S S I O N

Leadership Judgment Program

GLOBAL BUSINESS PARTNERSHIP

Dates Location Fee

June November April December 8-10, 7-9, 2008 8-10, 5-7, 2010 2011 2010 Ann Naples, Arbor, Florida

Michigan

$7,200

mJune 5-7, 2012 Ann Arbor, Michigan $7,000

June 23-25, 5-7, 2012 2008 Ann Arbor, Michigan

$7,000

mDecember November 3-5, 10-12, 2012 2008 Naples, Florida $7,200 $7,200

Cancellation Policy

All cancellation notices must be received in writing.

Cancellation fees are based on the number of weeks

from the class start date the request is received.

6 or more weeks prior ........10% of program fee

2 to 6 weeks prior ..............50% of program fee

Within 2 weeks...................100% of program fee

INSTRUCTIONS:

Please complete and mail or

FAX this application and your

business card to:

Personal Data

>

>

>

>

>

NAME MR. MRS. MS. MISS DR. (for roster, certificate) NAME (as you wish for it to appear on your name badge)

TITLE (of present position)

COMPANY NAME

COMPANY ADDRESS (please include street address and appropriate postal code for international courier deliveries)

CITY STATE/PROVINCE ZIP CODE COUNTRY

> >

>

>

PHONE (area code & number) FAX (area code & number) EMAIL

> >

>

Billing (Please provide the following information if the invoice for participation should be directed to someone other than yourself.)

NAME

TITLE

>

>

COMPANY NAME

STREET ADDRESS

>

>

CITY STATE/PROVINCE ZIP CODE COUNTRY

> >

>

>

PHONE (area code & number) FAX (area code & number) EMAIL

> >

>

University of Michigan

Business School

Global Business Partnership

701 Tappan St.

Ann Arbor, MI 48109-1234 USA

Tel: 734.764.5134

Fax: 734.936.2196

LOCATIONS:

University of Michigan

Business School

Global Business Partnership

701 Tappan St.

Ann Arbor, MI 48109-1234 USA

Tel: 734.764.5134

Fax: 734.936.2196

Ritz-Carlton Naples, Florida

280 Vanderbilt Beach Road

Naples, Florida 34108 USA

Tel: 239.598.3300

Fax: 239.598.6691

www.ritzcarlton.com

Person in charge of executive management development for your company

>

>

NAME

COMPANY NAME

TITLE

>

STREET ADDRESS

>

CITY STATE/PROVINCE ZIP CODE COUNTRY

> >

>

>

PHONE (area code & number) FAX (area code & number) EMAIL

> >

>

The University of Michigan, as an equal opportunity/affirmative action employer, complies with all applicable federal and state laws regarding nondiscrimination and affirmative action, including Title IX of the

Education Amendments of 1972 and Section 504 of the Rehabilitation Act of 1973. The University of Michigan is committed to a policy of nondiscrimination and equal opportunity for all persons regardless of

race, sex, color, religion, creed, national origin or ancestry, age, marital status, sexual orientation, disability, or Vietnam-era veteran status in employment, educational programs and activities, and admissions.

Inquiries or complaints may be addressed to the University’s Director of Affirmative Action and Title IX/Section 504 Coordinator, 4005 Wolverine Tower, Ann Arbor, Michigan 48109-1281, (734) 763-0235,

TDD 734.647.1388. For other University of Michigan information call 734.764.1817.

TEL 7 34.764.5134 | FAX 7 34.936.2196


Chris DeRose

Noel M. Tichy

HANDBOOK FOR

LEADERSHIP JUDGMENT

GE

Jeff Immelt

Jack Welch

Boeing

Jim McNerney

P&G

A.G. Lafley

YUM!

David Novak

Special

Operations

Gen.

Wayne Downing

Medtronic

Bill George

Best Buy

Brad Anderson

Intuit

Steve Bennett

Caterpillar

Jim Owens

Steelcase

Jim Hackett

New York

City Schools

Joel Klein

Focus:

HOPE

Eleanor Josaitis

June November April 7-9, 2011 2008 10-12, | I 2008 Ann Naples, Arbor, | Naples, Florida Michigan Florida

December February June 23-25, 17-19, 5-7,

2008

2011 2009 | Ann | I Naples, Naples,

Arbor, Michigan Florida Florida

June November 16-18, 10-12, 2009 | 2008| Ann Arbor, Naples, Michigan Florida

November 9-11, 2009 | Naples, Florida

> Learn how to recover from judgment mistakes

> Develop a Teachable Point of View to help others

make better judgments

> Build good judgment processes for your

leadership team

> Design a leadership pipeline for better judgment

at all levels

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