In any organization the top
leadership should teach its people, and also learn from them. A good leader helps in creating and sharing
knowledge, through interactive discussion, and proper communication of
ideas. This book has twelve Chapters. As per Chapter 1, top leaders must develop leaders at all levels in the organization. Chapter 2 states that there should be, fast and free flow of
information. Everyone should accept that the resistance to
change, must be overcome. As per Chapter 4, we must begin with a teachable point of view (TPOV), for giving knowledge to others. The leaders must set example, by working with energy, enthusiasm, missionary zeal and encouraging team work, and taking difficult and risky decisions. As per Chapter 8, a teaching organization should be built fast, and on a big scale. GE used change acceleration programme and six sigma virtuous teaching cycle, successfully. In Accenture, groups of employees taught each other, through various means. As per Chapter 10, Trilogy University was established by Trilogy Company, for
training of new entrants to it. As per Chapter 11, leadership.com was developed by Trilogy University, as a virtuous teaching cycle. Thus people learnt, and shared knowledge, and developed new ideas. The leader must provide a compelling teachable point of view, to make others, leaders and teachers. This book gives several case studies, and “The Cycle of Leadership Handbook” by Noel M. Tichy and Chris DeRose, a guide to building and leading a teaching organization. With the help of its Section 1 to 9, we can assess the present leadership and whether the organization can create leaders at various levels. This book is useful for the present and future leadership, and for all persons in the organizations.
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