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

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

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