In The Leadership Engine, Noel Tichy showed how great companies strive to create leaders at all levels of the organization, and how those leaders actively develop future generations of leaders. Now, in The Cycle of Leadership, Tichy takes the theme further, showing how great companies and leaders hone their business knowledge into "teachable points of view,'and pass this knowledge to others in the organization. In turn, these leaders learn from the employees they are teaching. Using examples of this "virtuous teaching cycle" from GE, Best Buy,Genentech, Southwest Airlines and many others, Professor Tichy presents and analyzes leadership principles in action and shows how leaders can begin to transform their own businesses into teaching organizations and,consequently, better-performing companies.

"Lencioni's theory around alignment is simple and powerful, and could apply to any type of organization, large or small." —Gary C. Kelly, vice chairman and chief executive officer, Southwest Airlines Co. "An incisive and insightful look at how companies can recognize and remedy infighting. The tone of Patrick's writing is as warm and readable as the advice itself is sound." —Michael A. George, chief marketing officer, Dell Inc. "Lencioni is a master at creating real and tangible company alignment. We're using these principles to rally our people around building a global brand. Huge applause from our entire organization." —Brian Scudamore, founder & CEO, 1-800-GOT-JUNK? Other Best-Selling Leadership Books by Patrick Lencioni The Five Dysfunctions of a Team Overcoming the Five Dysfunctions of a Team: A Field Guide The Four Obsessions of an Extraordinary Executive The Five Temptations of a CEO Death by Meeting

This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Mach

"Managing Your Aspirations: Developing Personal Enterprise inthe Global Workplace" is written for anyone who meets with thequestion: 'Tell me more about yourself and where you want to go inthe future' and realizes that the answer is not simple. It is forthose who are ready to take a step back from their regular routinesto think seriously about another question: 'Does what I'm doingtoday relate to my dreams and my identity?'. The questions abovepertain to personal development, a theme that has recently become aresponsibility for individuals in corporate organizations andhigher-educational institutions. To meet this relatively new need, Bob Aubrey, founder and CEO ofMetizo, shares the Personal Enterprise Plan, comprising a set ofpersonal development strategy tools that were previously createdfor leading multinational companies and top business schools. In sodoing, he guides the reader through questions that give meaning andvalue to decisions about work, lifestyle and development, such as:Who will I

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of G