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

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Jack Welch - Winning

  1. 1. Friday, September 2, 2011
  2. 2. 3 Chapters L eadership Hiring ople management Pe 2Friday, September 2, 2011
  3. 3. To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  4. 4. To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  5. 5. Agenda Minutes Activity 15 Introduction Book 20 x 3 discussion Group 15 x 3 discussionFriday, September 2, 2011
  6. 6. Books as mentors ‘Winning’ book tour MIT Sloan - April 12, 2005 Role model / mentor Video clip 3 minutesFriday, September 2, 2011
  7. 7. http://www.youtube.com/watch?v=IQK7NU4hFM0Friday, September 2, 2011
  8. 8. After retiring from GE, Jack went on lecturing for 3 years.Friday, September 2, 2011
  9. 9. Based on 150 Q&A sessions...Friday, September 2, 2011
  10. 10. He answered them on this book from his experience.Friday, September 2, 2011
  11. 11. Jack also got help from Suzy.Friday, September 2, 2011
  12. 12. Suzy is a former editor of the HBR.Friday, September 2, 2011
  13. 13. 3 unique features The questions The answers The editorFriday, September 2, 2011
  14. 14. “No other management book will ever be needed.”Friday, September 2, 2011
  15. 15. “...for everyone from college graduates to CEOs.”Friday, September 2, 2011
  16. 16. 5 Parts 20 ChaptersFriday, September 2, 2011
  17. 17. 5 Parts Underneath it all Your company Your competition Your career Tying up loose endsFriday, September 2, 2011
  18. 18. 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
  19. 19. Friday, September 2, 2011
  20. 20. “This book offers no easy formula. There are none.”Friday, September 2, 2011
  21. 21. It’s practical when Jack was GE’s CEO and other factors.Friday, September 2, 2011
  22. 22. Everyone has preference on managing people.Friday, September 2, 2011
  23. 23. Be neutral and hold your judgment.Friday, September 2, 2011
  24. 24. 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
  25. 25. Friday, September 2, 2011
  26. 26. Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  27. 27. Chapter 5 LeadershipFriday, September 2, 2011
  28. 28. Short-Long ParadoxFriday, September 2, 2011
  29. 29. Anyone can manage for the short just keep squeezing the lemon.Friday, September 2, 2011
  30. 30. And anyone can manage for the long just keep dreaming.Friday, September 2, 2011
  31. 31. “Performing balancing acts everyday is leadership. Managing short - thinking long.”Friday, September 2, 2011
  32. 32. Friday, September 2, 2011
  33. 33. “Life would be easier if leadership was just a list of simple rules, but paradoxes are inherent to the trade.”Friday, September 2, 2011
  34. 34. 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
  35. 35. 1. Interact with team; Evaluate coach and build self-confidenceFriday, September 2, 2011
  36. 36. Evaluate: Right man - right jobFriday, September 2, 2011
  37. 37. CoachFriday, September 2, 2011
  38. 38. Build self-confidenceFriday, September 2, 2011
  39. 39. Build Self-confidence... energizes, and it gives people the courage to stretch, take risks, and achieve beyond their dreams.Friday, September 2, 2011
  40. 40. Building self-confidence is the fuel of winning teams.Friday, September 2, 2011
  41. 41. Friday, September 2, 2011
  42. 42. 2. Ensure that people live and breathe the visionFriday, September 2, 2011
  43. 43. 3. Stimulating positive energy and optimismFriday, September 2, 2011
  44. 44. 4. Establish trust with candor, transparency and creditFriday, September 2, 2011
  45. 45. Friday, September 2, 2011
  46. 46. Friday, September 2, 2011
  47. 47. Success - look out the windowFriday, September 2, 2011
  48. 48. Mistake - look into the mirrorFriday, September 2, 2011
  49. 49. 5. Courage to make unpopular decisions and gut callsFriday, September 2, 2011
  50. 50. “Don’t run for the office...”Friday, September 2, 2011
  51. 51. You’re already elected!Friday, September 2, 2011
  52. 52. Gut call! Exercise your judgementFriday, September 2, 2011
  53. 53. 6. Probe and push with curiosity... and got answer with actionFriday, September 2, 2011
  54. 54. 7. Inspire risk taking and learning by setting the exampleFriday, September 2, 2011
  55. 55. “It’s OK to take swings and miss, as long as you learned from them.”Friday, September 2, 2011
  56. 56. “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
  57. 57. Friday, September 2, 2011
  58. 58. March 1998, Larry Page & Sergey Brin studied at Stanford, tried to sell Google’s idea to Altavista.Friday, September 2, 2011
  59. 59. Altavista was subsidiary of DECFriday, September 2, 2011
  60. 60. DEC’s engineers didn’t interest. They were usually against the idea of NIH - ‘Not-Invented-Here’.Friday, September 2, 2011
  61. 61. GE adopted Six Sigma from Motorola.Friday, September 2, 2011
  62. 62. Jack read from Fortune Magazine that PEPSICO used own executives as teachers. He adopted it to GE.Friday, September 2, 2011
  63. 63. 8. CelebrateFriday, September 2, 2011
  64. 64. Friday, September 2, 2011
  65. 65. Friday, September 2, 2011
  66. 66. Friday, September 2, 2011
  67. 67. Friday, September 2, 2011
  68. 68. 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
  69. 69. Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  70. 70. How can I apply this knowledge? How does it inspire me? Which part should I share with others?Friday, September 2, 2011
  71. 71. Chapter 6 HiringFriday, September 2, 2011
  72. 72. Hiring 3 Acid test 4E+1P 4 More for top jobFriday, September 2, 2011
  73. 73. “When I was a young manager, hiring success rate is 50%. 30 years later, I improved to 80%.”Friday, September 2, 2011
  74. 74. http://www.youtube.com/watch?v=FcYGk2_MI_cFriday, September 2, 2011
  75. 75. 3 Acid Tests Integrity Intelligence MaturityFriday, September 2, 2011
  76. 76. IntegrityFriday, September 2, 2011
  77. 77. Friday, September 2, 2011
  78. 78. Tell the truthFriday, September 2, 2011
  79. 79. Keep their wordFriday, September 2, 2011
  80. 80. Take responsibilityFriday, September 2, 2011
  81. 81. Admit mistakeFriday, September 2, 2011
  82. 82. IntelligenceFriday, September 2, 2011
  83. 83. MaturityFriday, September 2, 2011
  84. 84. 4E + 1PFriday, September 2, 2011
  85. 85. positive EnergyFriday, September 2, 2011
  86. 86. Energize othersFriday, September 2, 2011
  87. 87. EdgeFriday, September 2, 2011
  88. 88. ExecuteFriday, September 2, 2011
  89. 89. PassionFriday, September 2, 2011
  90. 90. Top Job Authenticity See around the corners Surround with talents Heavy-duty resilienceFriday, September 2, 2011
  91. 91. AuthenticityFriday, September 2, 2011
  92. 92. See around the cornersFriday, September 2, 2011
  93. 93. Surround with talentsFriday, September 2, 2011
  94. 94. Heavy-duty resilienceFriday, September 2, 2011
  95. 95. Eric Schmidt was hired as Google’s CEO because...Friday, September 2, 2011
  96. 96. he was failed to fight Microsoft at Sun Microsystems.Friday, September 2, 2011
  97. 97. Friday, September 2, 2011
  98. 98. What is the one thing you should ask in an interview to help you decide whom to hire?Friday, September 2, 2011
  99. 99. Why the candidate left his previous job, and the one before that?Friday, September 2, 2011
  100. 100. Hiring 3 Acid test 4E+1P 4 More for top jobFriday, September 2, 2011
  101. 101. How can I apply this knowledge? How does it inspire me? Which part should I share with others?Friday, September 2, 2011
  102. 102. Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  103. 103. Chapter 7 People managementFriday, September 2, 2011
  104. 104. http://www.youtube.com/watch?v=Lf-dKhtkeFkFriday, September 2, 2011
  105. 105. People management Elevate HR Performance evaluation Reward, recognition and training Deal with special cases Manage mid 70% Flat organizationFriday, September 2, 2011
  106. 106. Elevate HRFriday, September 2, 2011
  107. 107. secruoseR namuHFriday, September 2, 2011
  108. 108. secruoseR namuHFriday, September 2, 2011
  109. 109. Human ResourcesFriday, September 2, 2011
  110. 110. Deals with soft issueFriday, September 2, 2011
  111. 111. “I am a people person.”Friday, September 2, 2011
  112. 112. I am a people person.Friday, September 2, 2011
  113. 113. Administration trapFriday, September 2, 2011
  114. 114. Power in promote peopleFriday, September 2, 2011
  115. 115. Hybrid HR Roles + Pastor + ParentFriday, September 2, 2011
  116. 116. Seriously deploy evaluation systemFriday, September 2, 2011
  117. 117. 4 characteristics of good evaluation systemFriday, September 2, 2011
  118. 118. Simple 2 pages Strengths & weaknessFriday, September 2, 2011
  119. 119. Performance oriented with agreed upon criteria Quantitative & QualitativeFriday, September 2, 2011
  120. 120. Formal 1-2/year +More informalFriday, September 2, 2011
  121. 121. Include development planFriday, September 2, 2011
  122. 122. With 2-3 names as potential successorsFriday, September 2, 2011
  123. 123. 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
  124. 124. Effective reward, recognition, and trainingFriday, September 2, 2011
  125. 125. Top talent is also eager to learnFriday, September 2, 2011
  126. 126. Special cases: Unions, Stars, Sliders, and DisruptersFriday, September 2, 2011
  127. 127. Build relationship with UnionsFriday, September 2, 2011
  128. 128. Deal with problem starsFriday, September 2, 2011
  129. 129. Reenergize sliders: Training RotationFriday, September 2, 2011
  130. 130. Head on with DisruptorsFriday, September 2, 2011
  131. 131. Manage the mid 70% appropriatelyFriday, September 2, 2011
  132. 132. Differentiation 70% 20% 10% Top Middle BottomFriday, September 2, 2011
  133. 133. Friday, September 2, 2011
  134. 134. Friday, September 2, 2011
  135. 135. Friday, September 2, 2011
  136. 136. Friday, September 2, 2011
  137. 137. Friday, September 2, 2011
  138. 138. Friday, September 2, 2011
  139. 139. “Differentiation is a snap short in time. It’s not permanent. People can use tools to up grade themselves.”Friday, September 2, 2011
  140. 140. GM O T I I A R N Z G A N OFriday, September 2, 2011
  141. 141. GM O T I I A R N Z G A N OFriday, September 2, 2011
  142. 142. Flat O R G A N I Z A T I O NFriday, September 2, 2011
  143. 143. People management Elevate HR Performance evaluation Reward, recognition and training Deal with special cases Manage mid 70% Flat organizationFriday, September 2, 2011
  144. 144. Work in group - discuss learning points: Application, Inspiration, and what to share...Friday, September 2, 2011
  145. 145. To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  146. 146. To obtain ideas in managing people that can be applied to workFriday, September 2, 2011
  147. 147. Friday, September 2, 2011
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