Jack Welch - Winning
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Jack Welch - Winning

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From the book Winning by Jack Welch. I summarize 3 chapters from the book; leadership, recruitment, and people management. If you are leader or manager who lead and manage people. This s

From the book Winning by Jack Welch. I summarize 3 chapters from the book; leadership, recruitment, and people management. If you are leader or manager who lead and manage people. This s

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Jack Welch - Winning Jack Welch - Winning Presentation Transcript

  • Friday, September 2, 2011
  • 3 Chapters L eadership Hiring ople management Pe 2Friday, September 2, 2011
  • To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  • To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  • Agenda Minutes Activity 15 Introduction Book 20 x 3 discussion Group 15 x 3 discussionFriday, September 2, 2011
  • Books as mentors ‘Winning’ book tour MIT Sloan - April 12, 2005 Role model / mentor Video clip 3 minutesFriday, September 2, 2011
  • http://www.youtube.com/watch?v=IQK7NU4hFM0Friday, September 2, 2011
  • After retiring from GE, Jack went on lecturing for 3 years.Friday, September 2, 2011
  • Based on 150 Q&A sessions...Friday, September 2, 2011
  • He answered them on this book from his experience.Friday, September 2, 2011
  • Jack also got help from Suzy.Friday, September 2, 2011
  • Suzy is a former editor of the HBR.Friday, September 2, 2011
  • 3 unique features The questions The answers The editorFriday, September 2, 2011
  • “No other management book will ever be needed.”Friday, September 2, 2011
  • “...for everyone from college graduates to CEOs.”Friday, September 2, 2011
  • 5 Parts 20 ChaptersFriday, September 2, 2011
  • 5 Parts Underneath it all Your company Your competition Your career Tying up loose endsFriday, September 2, 2011
  • Today’s topics Your company t er 5: Le adership Chap apter 6 : Hiring Ch gement 7: Peop le mana C hapterFriday, September 2, 2011
  • Friday, September 2, 2011
  • “This book offers no easy formula. There are none.”Friday, September 2, 2011
  • It’s practical when Jack was GE’s CEO and other factors.Friday, September 2, 2011
  • Everyone has preference on managing people.Friday, September 2, 2011
  • Be neutral and hold your judgment.Friday, September 2, 2011
  • Listen with focus by asking: How can I apply this knowledge? How does it inspire me? Which part should I share with others?Friday, September 2, 2011
  • Friday, September 2, 2011
  • Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  • Chapter 5 LeadershipFriday, September 2, 2011
  • Short-Long ParadoxFriday, September 2, 2011
  • Anyone can manage for the short just keep squeezing the lemon.Friday, September 2, 2011
  • And anyone can manage for the long just keep dreaming.Friday, September 2, 2011
  • “Performing balancing acts everyday is leadership. Managing short - thinking long.”Friday, September 2, 2011
  • Friday, September 2, 2011
  • “Life would be easier if leadership was just a list of simple rules, but paradoxes are inherent to the trade.”Friday, September 2, 2011
  • 8 Leadership Rules 1. Interact with team 5. Make tough call 2. Share vision 6. Probe and push 3. Energize positivity 7. Inspire risk taking 4. Build trust 8. CelebrateFriday, September 2, 2011
  • 1. Interact with team; Evaluate coach and build self-confidenceFriday, September 2, 2011
  • Evaluate: Right man - right jobFriday, September 2, 2011
  • CoachFriday, September 2, 2011
  • Build self-confidenceFriday, September 2, 2011
  • Build Self-confidence... energizes, and it gives people the courage to stretch, take risks, and achieve beyond their dreams.Friday, September 2, 2011
  • Building self-confidence is the fuel of winning teams.Friday, September 2, 2011
  • Friday, September 2, 2011
  • 2. Ensure that people live and breathe the visionFriday, September 2, 2011
  • 3. Stimulating positive energy and optimismFriday, September 2, 2011
  • 4. Establish trust with candor, transparency and creditFriday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Success - look out the windowFriday, September 2, 2011
  • Mistake - look into the mirrorFriday, September 2, 2011
  • 5. Courage to make unpopular decisions and gut callsFriday, September 2, 2011
  • “Don’t run for the office...”Friday, September 2, 2011
  • You’re already elected!Friday, September 2, 2011
  • Gut call! Exercise your judgementFriday, September 2, 2011
  • 6. Probe and push with curiosity... and got answer with actionFriday, September 2, 2011
  • 7. Inspire risk taking and learning by setting the exampleFriday, September 2, 2011
  • “It’s OK to take swings and miss, as long as you learned from them.”Friday, September 2, 2011
  • “after World War 2 and before global competition - most industries, GE included, were stuck in a not-invented-here (NIH) mind-set...”Friday, September 2, 2011
  • Friday, September 2, 2011
  • March 1998, Larry Page & Sergey Brin studied at Stanford, tried to sell Google’s idea to Altavista.Friday, September 2, 2011
  • Altavista was subsidiary of DECFriday, September 2, 2011
  • DEC’s engineers didn’t interest. They were usually against the idea of NIH - ‘Not-Invented-Here’.Friday, September 2, 2011
  • GE adopted Six Sigma from Motorola.Friday, September 2, 2011
  • Jack read from Fortune Magazine that PEPSICO used own executives as teachers. He adopted it to GE.Friday, September 2, 2011
  • 8. CelebrateFriday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • 8 Leadership Rules 1. Interact with team 5. Make tough call 2. Share vision 6. Probe and push 3. Energize positivity 7. Inspire risk taking 4. Build trust 8. CelebrateFriday, September 2, 2011
  • Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  • How can I apply this knowledge? How does it inspire me? Which part should I share with others?Friday, September 2, 2011
  • Chapter 6 HiringFriday, September 2, 2011
  • Hiring 3 Acid test 4E+1P 4 More for top jobFriday, September 2, 2011
  • “When I was a young manager, hiring success rate is 50%. 30 years later, I improved to 80%.”Friday, September 2, 2011
  • http://www.youtube.com/watch?v=FcYGk2_MI_cFriday, September 2, 2011
  • 3 Acid Tests Integrity Intelligence MaturityFriday, September 2, 2011
  • IntegrityFriday, September 2, 2011
  • Friday, September 2, 2011
  • Tell the truthFriday, September 2, 2011
  • Keep their wordFriday, September 2, 2011
  • Take responsibilityFriday, September 2, 2011
  • Admit mistakeFriday, September 2, 2011
  • IntelligenceFriday, September 2, 2011
  • MaturityFriday, September 2, 2011
  • 4E + 1PFriday, September 2, 2011
  • positive EnergyFriday, September 2, 2011
  • Energize othersFriday, September 2, 2011
  • EdgeFriday, September 2, 2011
  • ExecuteFriday, September 2, 2011
  • PassionFriday, September 2, 2011
  • Top Job Authenticity See around the corners Surround with talents Heavy-duty resilienceFriday, September 2, 2011
  • AuthenticityFriday, September 2, 2011
  • See around the cornersFriday, September 2, 2011
  • Surround with talentsFriday, September 2, 2011
  • Heavy-duty resilienceFriday, September 2, 2011
  • Eric Schmidt was hired as Google’s CEO because...Friday, September 2, 2011
  • he was failed to fight Microsoft at Sun Microsystems.Friday, September 2, 2011
  • Friday, September 2, 2011
  • What is the one thing you should ask in an interview to help you decide whom to hire?Friday, September 2, 2011
  • Why the candidate left his previous job, and the one before that?Friday, September 2, 2011
  • Hiring 3 Acid test 4E+1P 4 More for top jobFriday, September 2, 2011
  • How can I apply this knowledge? How does it inspire me? Which part should I share with others?Friday, September 2, 2011
  • Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  • Chapter 7 People managementFriday, September 2, 2011
  • http://www.youtube.com/watch?v=Lf-dKhtkeFkFriday, September 2, 2011
  • People management Elevate HR Performance evaluation Reward, recognition and training Deal with special cases Manage mid 70% Flat organizationFriday, September 2, 2011
  • Elevate HRFriday, September 2, 2011
  • secruoseR namuHFriday, September 2, 2011
  • secruoseR namuHFriday, September 2, 2011
  • Human ResourcesFriday, September 2, 2011
  • Deals with soft issueFriday, September 2, 2011
  • “I am a people person.”Friday, September 2, 2011
  • I am a people person.Friday, September 2, 2011
  • Administration trapFriday, September 2, 2011
  • Power in promote peopleFriday, September 2, 2011
  • Hybrid HR Roles + Pastor + ParentFriday, September 2, 2011
  • Seriously deploy evaluation systemFriday, September 2, 2011
  • 4 characteristics of good evaluation systemFriday, September 2, 2011
  • Simple 2 pages Strengths & weaknessFriday, September 2, 2011
  • Performance oriented with agreed upon criteria Quantitative & QualitativeFriday, September 2, 2011
  • Formal 1-2/year +More informalFriday, September 2, 2011
  • Include development planFriday, September 2, 2011
  • With 2-3 names as potential successorsFriday, September 2, 2011
  • James Smith- Plant VP Start: Jan 2000 Last evaluation: Dec 2006: Rank: Middle 70% Strength: Process improvement Weakness: Discipline people Energy Energized Edge Execution PassionFriday, September 2, 2011
  • Effective reward, recognition, and trainingFriday, September 2, 2011
  • Top talent is also eager to learnFriday, September 2, 2011
  • Special cases: Unions, Stars, Sliders, and DisruptersFriday, September 2, 2011
  • Build relationship with UnionsFriday, September 2, 2011
  • Deal with problem starsFriday, September 2, 2011
  • Reenergize sliders: Training RotationFriday, September 2, 2011
  • Head on with DisruptorsFriday, September 2, 2011
  • Manage the mid 70% appropriatelyFriday, September 2, 2011
  • Differentiation 70% 20% 10% Top Middle BottomFriday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • Friday, September 2, 2011
  • “Differentiation is a snap short in time. It’s not permanent. People can use tools to up grade themselves.”Friday, September 2, 2011
  • GM O T I I A R N Z G A N OFriday, September 2, 2011
  • GM O T I I A R N Z G A N OFriday, September 2, 2011
  • Flat O R G A N I Z A T I O NFriday, September 2, 2011
  • People management Elevate HR Performance evaluation Reward, recognition and training Deal with special cases Manage mid 70% Flat organizationFriday, September 2, 2011
  • Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  • To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  • To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  • Friday, September 2, 2011