The Leadership Engine

This is one of my most favorite books on Leadership. If you are looking for the book on how to be a leader and what the characteristics of Leadership are... Look no further and BUY. It has been 8 years since reading it and it still holds a special place in my Leadership brain.

The Leadership Engine, by Noel Tichy, is devoted to describing how great leaders push and lead their corporations toward success. Using case studies and research, this book shows that leader driven organizations are more successful, rather than mere manager led. In so doing, the author shows how leader led organizations have traits that lead them towards achievement of their goals.

Leaders are so intertwined with the concept of reproducing themselves that they become known for their teaching skills as much as anything else. The author points out that former General Electric CEO, Jack Welch, would spend several days a month teaching managers. While rarely showing up on the bottom line of organizations, the development of fresh leadership and the growing ability for junior leaders to make decisions on their own without direct supervision are constantly cited as reasons for success in organizations.

Over the past generation the occupation of consultant has arisen in virtually every field. From businesses, to churches, to university athletic departments, consultants work where there were previously only outside blue or white collar outside contractors. This book makes the case that consultants exist today because people simply do not want to lead. They have chosen to make their work much more complicated that it had to be by refusing to be teachers of those underneath them. And as a result, leaders have no time to research developing trends or to look long term for their organization.

Tichy emphasises that a great leader will teach others to be great leaders, not great followers. It is much easier to gather followers around an organization; people who have a passion to just follow one person's vision for the organization. This is the recipe for failure. The right people are the center of any organization, so therefore goals must be accomplished through taught people who are willing to take smart aggressive risks within the scope of an organizations mission with a constant eye towards integrity and the leading of the hand of Providence.

We're using this book as part of a leadership development program. 30 copies were sent directly to me on time and in perfect condition

I love the format and focus of this rapid read handbook and have used it with several business leaders I have coached. It's a great tool to help people think, act and have an impact beyond the narrow scope of their specific responsibilities. It helps my clients look at their companies through a big picture window, and helps them see how they can impact the entire company from their current position. I use it to challenge leaders to overcome their inertia, fear and company culture and to see themselves as teachers and catalysts for changing their entire organization.

The drawback is that many of the business leaders and business stories profiled are dated. The benefit is that each chapter has a page and a half of reading and another page of questions for the reader to answer about their own company, and their own leadership skills. It creates an effective, introspective approach to changing the company by changing oneself and by teaching others.

I find the book to be very powerful when used in a coaching relationship.
Tom Nugent
Grosse Pointe MI

The book "The Leadership Engine" by Noel Tichy, discusses how to build dynamic leaders at every level within an organization. The book focuses on fundamentals of winning organizations and the characteristics of these leaders giving insight into some of the greatest leaders stories. Noel Tichy has researched companies like General Electric, Ameritech, PepsiCo, Intel and Focus Hope.

The book is concise in its contents and is good for intellectual reading. Author has made his best attempt to present conceptually his thoughts about leadership engine by proving the facts that "winning organizations are teaching organizations". Senior leaders take direct responsibility for developing and teaching other leaders. Those leaders have great "teachable point of view" as composed by ideas, values and E3 (Emotion, Energy and Edge). Each of these leaders has their own style of teaching and the technique may vary based on the needs of the organization. Great leaders use stories to teach and communicate their ideas.

The term "Engine" as used by author, illustrates the dynamic potential of the winning organization to teach the leaders and develop future leaders. Noel says, "Many management theories don't buy the argument that leadership engine is the key factor in determining an organization's success. They assert that a winning culture, or efficient work processes, or any number of other ancillary attributes are the sine qua nons for success". But he believes that leadership takes precedence over everything else and one reason leadership take precedence is that leaders are the people who decide what needs to be done and are the one's who make things happen. To accept the fact as represented by author, the research should also include mid sized organizations and opinions of middle layered managers.

The ultimate test of success for an organization is not weather it can win today but whether it can keep winning tomorrow and the day after. The key ability of winning organization and winning leaders is creating leaders. One of the greatest quotes in the book was "Every person in a key position has to see himself or herself as a mini-CEO. They have to conceptualize what has to be done in the same way the CEO has. Then it cascades."