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

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
Mutual
Learning
Learner
Knowledge
Creation
Teacher
mmng
nn
nnrn
n
Sets the
Stage for
Mutual
Learning
n
urr
mmitmenrn
rnterr

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
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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-
ment at the
formulate University
strategy, of Michigan,
lead organizational
where he is the
transformations, director of the
and Global
re-engineering Business Partnership,
businesses. which
EL
Partners’ work at the top includes executive coaching.
for over a decade ran the Global Leadership Program, a 36-company consortium of Japanese,
Before European
launching and North
Eagles American
Landing companies
Partners, Mr. who
Knowling partnered
served to develop
as Chief senior
Executive executives
Officer and
of Telwares,
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-
where
tions;
he led a
the Private
transformation Equity/Venture
to action Capital
learning
backed at
start-up GE. Between
company 1985
located – 1987,
in Silicon Dr. Tichy
Valley. was
Knowling
led the company through its rapid growth and Initial Public Offering to become the largest and most
recognizable Manager of Management brand in the high-speed Education for Internet General access Electric industry.
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
Great architect of
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
Andrew Executive
McGill), Vice President
THE of
CYCLE OF Operations
LEADERSHIP: and Technologies
How responsible
winning Leaders for
Teach
a
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