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Jack Welch took up the role of a Director for communicating change
He communicated an optimal amount of information to his employees (The Why, What and How of the Change)
He emphasized on Therapeutic Listening, where one listens to the problems of the staff and helping them
He followed the Bottom Up Approach in bringing about the Organizational Change
Welch instituted a 30-odd member Corporate Executive Council (CEC). This council has no formal authority, but has come to function effectively as GE’s political center. They act as “Toxic Handlers” and extend help relating to Organizational Pain
The most important of all, Jack Welsh stressed on Communicating to the External World.
He obtained information from other companies and used these inputs constructively to ensure the positive change in GE
Welch’s leadership theory depends heavily on the power of delegation.
Team recommendations are presented to the responsible managers, who must accept or reject proposals on the spot. Ideas that require further study are reviewed for a period of time agreed on by the team (usually less than a month) before a final decision is made. The process encourages responsive leadership and greater employee participation, which increases the rate of change throughout the organization.
He cut out all managers that simply gathered information from their subordinates and passed it up the line to senior management
Welch called for developing a corporate culture that encourages and rewards honest feedback. At GE, he put these principles into action by implementing a forced ranking system that divided employees into three distinct segments: the top 20 percent of performers, the middle 70 percent, and the bottom 10 percent.