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Judgment: How Winning Leaders Make Great Calls Hardcover – Bargain Price, November 8, 2007
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From Publishers Weekly
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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. Shultz, 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 Heselbein, 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. Its 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 Americas 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 Brothers 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.
Sisdemenore- 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
Top Customer Reviews
"In all three of our domains, people, strategy, and crisis, good judgment calls involve a process that starts with recognizing the need for the call and continues through to successful execution." (p. 29)
"Good judgment depends on how you think as much as what you know." (p. 31)
"There is nothing more important to an institution than who is going to be its leader." (p. 31)
"The quality of a person's judgment depends to a large degree on his or her ability to marshal resources and to interact well with the appropriate constituencies." (p. 39)
Not that there is anything wrong with these statements; it's just reading paragraph after paragraph of such banal truths gets tiresome. I gave this book two stars (instead of one) because the authors included a few real-life stories, but even these illustrations eventually turn into boring repetitions.
As a side note, I wondered why out of 19 reviewers, 15 gave this book a five-star rating, so I checked their other reviews. Interestingly, all reviews I checked are also five-star. Maybe this is just a group of people with different taste in writing, I don't know.
If you are not sure whether to buy this book, I would recommend you to read the positive reviews first and if what they say seems appealing to you, read a few pages from the book (you can peek inside the book using the "Search inside this book" link, just enter some word, like "leadership" or "judgment" and open a random page from the returned matches). Then make your own judgment.
In the first chapter, Tichy and Bennis assert that what really matters "is not how many calls a leader gets right, or even what percentage of calls a leader gets right. Rather it is important how many of the important ones he or she gets right." They go on to suggest that effective leaders "not only make better calls, but they are able to discern the really important ones and get a higher percentage of them right. They are better at a whole process that runs from seeing the need for a call, to framing issues, to figuring out what is critical, to mobilizing and energizing the troops."
Of special interest to me are the different perspectives on the decision making process preferred by a number of exemplary CEOs who include Brad Anderson (Best Buy), Steve Bennett (Intuit), A.G. Lafley (Procter & Gamble), James McNerney (Boeing), and David Novak (Yum! Brands). For example, Immelt's "Boom, I make the decision" comes after he has obtained all the input needed. "There is a moment when, based on his view of time horizon for the judgment and sufficiency of input and involvement, the leader makes the call."
According to Tichy and Bennis, there is a framework of three "critical domains" within which all decisions are made. Judgments about people are the most difficult, and most critical; the others involve strategy and crisis.Read more ›
Both authors have worked in tight with some of the most powerful transformational leaders on the planet. The sheer access these scholars were able to create to high-profile leaders embroiled in some of the major business crises of recent times is quite impressive. Less established scholars would have had to sit on the sidelines as distant observers or head for the basement to run yet another round of experiments on college sophomores. Yet, despite their clear association with these industry titans, Tichy and Bennis make a strong fact-based case against the "superman" idea, focusing instead on the critical information and influence that resides in the members of the team and among the stakeholders surrounding a great leader during times requiring major judgment calls.
Here are some their more important insights into the phenomenon of judgment:
- Judgment is not a discrete event or point decision. It is a process that embedded in and influenced by a set of relationships and a network of stakeholders.
- Judgment should not be evaluated on the basis of taste or idealized style, but on the outcomes it produces.Read more ›
Most Recent Customer Reviews
Familiar refrains on how to make the tougher calls if you are in management. Quick read - a little light for my tastes but good for someone just promoted to a supervisory position.Published 2 months ago by J. Torres
One of Noel Tichy's best books on contemporary leadership. Must read if you are a leader or planning on leading as a part of your career path.Published 4 months ago by Janice D.
Slow to get to the important aspects of leadership but the book shares very valuable and excellent examples. Describes practical aspects of a real corporate life.Published 17 months ago by Beth
The graphs and tables in the kindle edition needs to improve with better resolutions and zoom in functions. Otherwise it is extremely difficult to understand.Published 20 months ago by Sean