The Leadership Engine.

• Author: Ellig, Bruce R.

The hypothesis of The Leadership Engine - How Winning Companies Build Leaders at Every Level is simple: Companies that are successful over a prolonged period have developed leaders at all levels of the organization, not simply succession candidates for the CEO and other senior executive positions. Tichy does not argue that one can be successful for a brief period without doing so. However, unless leadership is institutionalized within and throughout the organization, it is likely to fade when the current leaders leave the scene. Clearly, this is a hypothesis to he taken seriously by board directors.

Organizations that are successful over a prolonged period of time are identified by Tichy as "winning organizations." They are those that succeed in a sustained manner in adding shareholder value and providing product and/or service excellence. The key word is "sustained." It is logical to assume that sustained success will require the presence of individuals ready to step in as their predecessors depart, willing or otherwise. To provide a seamless transition of leadership at all levels of the organization requires training tomorrow's leaders today.

The author indicates that while culture and work processes in the organization are important, they are not dominant. Leadership takes precedence. One could argue that culture and work processes inconsistent with the organizational vision are signs of poor leadership. Tichy points out that effective leaders need not only have the vision, values, energy, and conviction of their beliefs (what he calls "edge"), they need to spend a major part of their time learning and teaching others. "Teaching is at the heart of leading," he states. "In fact, it is through teaching that leaders lead others." They do this by incorporating teaching in every interaction they have; it is not a stand-alone activity.

Tichy contends that effective leaders personalize their ideas through stories. The stories are of three types: who I am; who we are; and the future. The first builds understanding, the second teamwork, and the third addresses where the organization is going and how it is going to get there. This belief in teaching by storytelling provides the author with an excellent reason to fill a large portion of the book with vignettes from a list of prominent who's who, as well as a supporting cast of lesser knowns.

If you are fascinated by biographical material, especially facts you can use at business meetings or social...