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With good judgment, little else matters. Without it, nothing else matters.”
Whether we’re discussing USA presidents, CEOs, Major League coaches, or wartime generals, leaders are remembered for his or her best and worst judgment calls. When confronted with ambiguity, uncertainty, and conflicting demands, the quality of a leader’s judgment determines the fate of the whole organization. That’s why judgment is the essence of leadership.
Yet despite its importance, judgment is definitely a fairly murky concept. The leadership literature has been conspicuously quiet on what, exactly, defines it. Does judgment change from good sense or gut instinct? Could it be something of luck? Of smarts? Or will there be a process for making constantly good calls?
Noel Tichy and Warren Bennis have each spent decades studying and teaching leadership and advising top CEOs such as Jack Welch and Howard Schultz. Now, in their first collaboration, they offer a powerful framework for making tough calls when the stakes are high and the right path is far from obvious. They show how to recognize the critical moment before a judgment call, when swift and decisive action is essential, and also how to execute a decision after the call.
Tichy and Bennis bring their three-dimensional model to life with interviews with world-class leaders who've thrived or suffered because of their judgment calls. These stories include:
- Jeff Immelt, CEO of General Electric, whose judgment to grow through research and development transformed GE in to the world’s premier technology growth company.
- Joel Klein, chancellor of the brand new York City Department of Education, who made tough calls about teachers, students, and parents while turning around a troubled school system.
- Jim McNerney, CEO of Boeing, whose strategic judgment helped him reinvigorate his company and restore a culture of trust and respect.
- The late general Wayne Downing, who found an urgent opportunity amid crisis when he led the Special Operations raid to fully capture Manuel Noriega.
- A. G. Lafley, CEO of Procter & Gamble, who gamble $57 billion to acquire Gillette and reinvent his company.
- Brad Anderson, CEO of Best Buy, who made the call to commit totally to a customer-centric strategy and led his visitors to execute it.
No organization are able to neglect this crucial disciplineand no previous book has ever brought it into such clear focus.