Jack Welch with Suzy Welch. To the thousands of men and women who cared about business to raise their hands. WINNING. ISBN: (hard-cover ). medical-site.info Let Your Life Speak: Of course, I have more than a passing interest in Jack Welch. The book Winning by Jack Welch applies to the business world, and demonstrates the best ways in In order to win in business, Welch explains leaders must.
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Winning Summary by Jack Welch & Suzy Welch clarifies the path to wealthiness and explains what practices should the CEOs apply to get. 29 Leadership Secrets from Jack Welch. LEADERSHIP SECRET 9. Downsize, Before It's Too Late! LEADERSHIP SECRET 10 Use Acquisitions to Make the. An excellent E-Book: Winning from JAck Welch Even Mr. Warren Buffett said no other management book will ever be needed. please find attached and.
Leaders get into everyones skin, exuding positive energy and optimism. Leaders establish trust with candor, transparency, and credit. Leaders have the courage to make unpopular decisions and gut calls.
Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action. Leaders inspire risk taking and learning by setting the example. Leaders celebrate. As a leader, emphasize the companys vision and direction so everyone knows it in their sleep. Talk about it with everyone until you become sick of hearing yourself talk. Tie it into money, bonuses, security and promotions. The Acid Tests The first test is for integrity.
The second test is for intelligence. The third test is for maturity. The second E is the ability to energize others. The third E is edge, the courage to make tough yes-or-no decisions.
Which leads us to the fourth E-execute-the ability to get the job done. If a candidate has the four Es, then you look for that final P-passion.
Hiring For The Top The first characteristic is authenticity. The second characteristic is the ability to see around corners. The third characteristic is a strong penchant to surround themselves with people better and smarter than they are.
The fourth characteristic is heavy-duty resilience. Now What? People management covers a wide range of activities, but it really comes down to six fundamental practices. Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers.
In fact, the best HR types are a combination of pastor and parent in the same package. Use a rigorous, non-bureaucratic evaluation system, monitored for integrity with the same intensity as Sarbanes-Oxley Act compliance.
Create effective mechanismsread: money, recognition, and trainingto motivate and retain. Face straight into charged relationshipswith unions, stars, sliders, and disrupters. Fight gravity, and instead of taking the middle 70 percent for granted, treat them like the heart and soul of the organization. Design the organization chart to be as flat as possible, with blindingly clear reporting relationships and responsibilities. Attach every change initiative to a clear purpose or goal.
Change for changes sake is stupid and enervating. Hire and promote only true believers and get-on-with-it types. Ferret out and get rid of resisters, even if their performance is satisfactory. Look at car wrecks. With all the noise out there about change, its easy to get overwhelmed and confused.
First, assume the problem is worse than it appears. Second, assume there are no secrets in the world and that everyone will eventually find out everything. Third, assume you and your organizations handling of the crisis will be portrayed in the worst possible light. Perhaps the funniest question in this section comes at the very end, posed originally by a businessman in Frankfurt, who queried Welch on whether he thought he'd go to heaven we won't give away the ending.
While different from the steadier stream of war stories and real-life examples of Welch's first book, Winning is a very worthwhile addition to any management bookshelf. It's not often that a CEO described as the century's best retires, and then chooses to expound on such a wide range of management topics.
Also, aside from the commentary on always-relevant issues like employee performance reviews and quality control, Welch suffuses this book with his pugnacious spirit. The Massachusetts native who fought his way to the top of the world's most valuable company was in many ways the embodiment of "Winning," and this spirit alone will provide readers an enjoyable read.
One oft-heard comment about Welch's generally praised and bestselling memoir, Jack: Straight from the Gut, was that the book skimped on useful business advice. The respected but controversial former chief of General Electric pays readers back double here. Third, assume you and your organizations handling of the crisis will be portrayed in the worst possible light.
Fourth, assume there will be changes in processes and people. Almost no crisis ends without blood on the floor. Fifth, assume your organization will survive, ultimately stronger for what happened. A Way To Prevent Crisis Create a culture of integrity, meaning a culture of honesty, transparency, fairness, and strict adherence to rules and regulations. In such cultures there can be no head fakes or winks. People who break the rules do not leave the company for personal reasons. They are hangedpubliclyand the reasons are made painfully clear to everyone.
Its funand fast.
And its alive. In real life, strategy is actually very straightforward. You pick a general direction and implement like hell. First, come up with a big aha for your businessa smart, realistic, relatively fast way to gain a sustainable competitive advantage. Second, put the right people in the right jobs to drive the big aha forward.
Third, relentlessly seek out the best practices to achieve your big aha, whether inside or out, adapt them, and continually improve them. Strategy, then, is simply finding the big aha, setting a broad direction, putting the right people behind it and then executing with an unyielding emphasis on continual improvement.
I couldnt make it more complicated that that if I tried. Making Strategy Real: 5 Points o o o o o What the Playing Field Looks Like Now What the competition has been up to What youve been up to Whats around the corner Whats your winning move The Right People Any strategy, no matter how smart, is dead on arrival unless a company brings it to life with peoplethe right people.
Budgeting Jacks Way Q: How can we beat last years performance? Q: What is our competition doing, and how can we beat them? But there are really just four practices that matter: Communicate a sound rationale for every change. Have the right people at your side. Get rid of the resisters.
Seize every single opportunity, even those from someone elses misfortune. Thats it. Dont get all caught up in your knickers over change you just dont need to. Six Sigma is a quality program that, when all is said and done, improves your customers experience, lowers your costs, and builds better leaders. Six Sigma accomplishes that by reducing waste and inefficiency and by designing a companys products and internal processes so that customers get what they want, when they want it, and when you promised it.
Make no mistake: Six Sigma is not for every corner of a company. The debate about it has only intensified since my retirement in Today, no CEO or company can ignore it.
Your bosss top priority is competitiveness. Of course he wants you to be happy, but only inasmuch as it helps the company win.
Most bosses are perfectly willing to accommodate work-life balance challenges if you have earned it with performance. The key word here is: if. Bosses know that the work-life policies in the company brochure are mainly for recruiting purposes and that real work-life arrangements are negotiated one-on-one in the context of a supportive culture, not in the context of But the company says.!
People who publicly struggle with work-life balance problems and continually turn to the company for help get pigeonholed as ambivalent, entitled, uncommitted or incompetentor all of the above. Even the most accommodating bosses believe that work-life balance is your problem to solve.