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  • 1. Jack Welch was born in Salem, Massachusetts. Welch attended Salem High School and later the University of Massachusetts Amherst, graduating in 1957 with a Bachelor of Science degree in chemical engineering. Welch went on to receive his M.S. and PhD at the University of Illinois at Urbana-Champaign in 1960. Welch joined General Electric in 1960. He worked as a junior chemical engineer in Pittsfield, Massachusetts. He became the vice president of GE in 1972 and vice chairman in 1979.  he led the company to year-after-year success around the globe in multiple markets and against brutal competition and retired in 2001 as chairman and CEO
  • 2. various reason to study this book: 1. This book evolved from thousand of questions asked to Welch when speaking to audiences around the world. 2. This book does not contain the same old stuff of what management should do. It is based on the true practical view which is faced by the company and every people related thereto. 3. It offers deep insights, original thinking, and nuts-and-bolt advice that will change the way the people think about work. 4. It is a philosophical and pragmatic book which is destined to become the bible of business for generation to come, clearly laying out the answers to the most difficult questions people face both on and off the job.
  • 3. Chapters • This book has four parts: 1. Underneath it all-which contain o Mission and values o Candor o Differentiation o Work-outs 2. Your company-which contain o Leadership o Hiring o Managing people o Parting ways o Change o Crisis management
  • 4. Contd…… 3. Your competition-which contains o Strategy o Budgeting o Organic growth o Six sigma 4. Your career-which contains o The right job o Getting promotions o Hard spots o Balancing between work and life
  • 5. Underneathit all: Missionand values How do you plan on winning at this business? Answer that question, and you have your mission. Values are the behaviours you plan to exhibit in achieving your mission In order to make your mission and values actually impact your organization, you've got to reward those who practice them and punish those who don't. Many people were fired from GE because they didn't fit with GE's mission and values.
  • 6. Candor In order to get ahead, you need great ideas - lots of great ideas. The only way to foster such idea-sharing is to develop a culture of candor, where people aren't afraid to speak their minds. Candor is the state or quality of being frank, open, and sincere in speech or expression. Reward them for their candor, even if it makes themselves and others - yes, you - look bad.
  • 7. Differentation Differentiation favors people who energetic and extroverted and undervalues people who are shy and introverted, even if they are talented. It may seem cruel and Darwinian, but in the long run, people are happier doing what they're good at. If they're not excelling, you're ultimately doing them a favor by moving them out of an environment where they know they're a drag on the organization. They'd be happier some place else.
  • 8. Work-outs  The problem: management gets ideas from only a few vocal people. The vast majority are either scared to speak up or feel they have no right to speak up because they haven't been asked. A "Work-Out" is a way to get these untapped ideas flowing.  Groups of thirty to a hundred gather, led by an outside facilitator. The boss shows up at the beginning, explaining what they will be doing and promising that he/she will give "an on- the-spot yes or no to 75 % of the recommendations" and to "resolve the remaining 25 percent within thirty days." Then, the boss disappears in order to not stifle discussion, leaving the meeting in the hands in the facilitator. The boss returns at the end of the meeting to hear the recommendations and make decisions. "...Work-Outs led to an explosion in productivity. They brought every brain into the game
  • 9. Your company: Leadership Welch lays out eight rules of leadership which always worked.  Rule #1 - Relentlessly upgrade your team. In every encounter with them, "evaluate, coach, and build self-confidence."  Rule #2 - Instill the vision.  Rule #3 - Spread energy and optimism.  Rule #4 - Establish trust by being candid, transparent and giving credit where it's due.  Rule #5 - Make the unpopular decisions.  Rule #6 - Probe and push. Make sure your "questions are answered with action."  Rule #7 - Inspire risk-taking and learning by doing both yourself.  Rule #8 - Celebrate!
  • 10. Hiring  First, candidates should pass three screens:  Screen #1: Do they have integrity - telling the truth and keeping their word.  Screen #2: Are they intelligent - having enough curiosity and "breadth of knowledge" to lead other smart people.  Screen #3: Are they mature - able to handle stress and setbacks, respect other's emotions, be confident without being arrogant and have a sense of humour.  Second, look for four E's and a P.  Positive Energy - thriving on action, relishing change, making friends easily, loving work, play and life.  Can Energize Others - "It takes a deep knowledge of your business and strong persuasion skills...."  Has Edge - the ability to make tough decisions, even when all the information isn't in.
  • 11. Contd…  Can Execute - to take the decision and make it happen, overcoming all obstacles to complete the task.  Passion - They're excited about their work, learning and growing, and helping those around them win.  On hiring a senior level leader. Four additional traits:  Authenticity - bold and decisive, yet real and likeable - not phony, not playing a part that's not them.  "The ability to see around corners" - a visionary who can see the future and anticipate what most don't expect.  A knack for surrounding themselves with people smarter than themselves.  "Heavy-Duty Resilience" - someone who's been knocked down and beat up badly, but bounced back to run even harder.  The number one question to probe in an interview: "...why the candidate left his previous job, and the one before that." This "tells you more about them than almost any other piece of data."
  • 12. Peoplemanagement 1. Give HR (Human Resources) "power and primacy." Who are the best HR types? "Pastors and parents in the same package." 2. Rigorously evaluate with a proven system. 3. Motivate and retain with money, recognitio n and training. 4. Confront difficult people issues, from trouble- makers to big-headed stars, with candor and action. 5. Spend half of your time evaluating and coaching the middle 70 percent - those who are neither disrupting nor shining.
  • 13. Partingways Abide by two controlling principles: 1 - Nobody should be surprised when they are let go. Employees should be informed enough about the nature of their business that they understand who might be laid off in an economic downturn or change in the industry. If they aren't performing well, they should be well aware of this through regular formal and informal reviews. If they can't improve, they should know they will have to move on. 2 - Minimize the humiliation. Enco urage them that there's a better job out there for him, better matched to his temperament and skills. Help them move toward that next job
  • 14. Change Change is the most critical part of business. In the era of change either you change or die. Practices of change are: Every change should take initiative to a clear purpose or goal. To make change happen, companies must actively hire and promote only true believers and get-on-with-its. Get rid of those who resist change.
  • 15. Crisismanagement  Crisis often stand out as the most painful and trying experiences of their business lives.5 things can be assumed about how crisis can unfold are:  The problem is worse than it appears  There is no secrets in the world, and everyone will eventually find out everything.  With big crises, don’t ever forget you have a business to run  Almost no crisis ends without blood on the floor. There will be change in people and processes.  The organization will survive, ultimately stronger for what happened.
  • 16. Your competition: Strategy When it comes to strategy, ponder less and do more, if you want to win. Come up with a big “Aha” for your business- a smart, realistic, fast way to gain sustainable competitive advantage. Put the right people in the right jobs to drive the big aha forwards. Execute the best practices for big aha, and continually improve them.
  • 17. Budgeting The right budgeting process can change how a company functions and reinventing the ritual makes winning so much easier, you can’t afford not to try. The 2 dynamics of budgets are 1.negotiated settlement(minimize their risk and maximize their bonus) and 2.phony smiles(make an acquisition, develop new products, give the right amount of investment)
  • 18. Organicgrowthor startups First, put your best people at the helm and give them plenty of resources to make it happen. Second, encourage it with much fanfare from the top. Third, get off their backs and give them the freedom to make their own decisions.
  • 19. Sixsigma Nothing compares to the effectiveness of six sigma when it comes to improving a company’s operational efficiency, raising its productivity, and lowering its costs. Done right, it is energizing and incredibly rewarding. It can even be fun. A huge part of making customers sticky is meeting or exceeding their expectations, which is exactly what six sigma helps you do.
  • 20. Your career: The rightjob Every time I asked successful people about their first few jobs, the immediate reaction is almost always laughter. First, get a job and learn something about yourself. What do you like or dislike about it? What are you good at and bad at? Second, get another job that's more in line with the strengths and desires you discovered in your last job. Third, repeat the process until you find yourself in a job you love.
  • 21. Getting promoted Basically, getting promoted takes one do and one don’t. Do deliver sensational performance, far beyond expectations, and at every opportunity expand your job beyond its official boundaries. Don’t let setbacks break your stride.
  • 22. Hard spots Ask yourself why he's acting like a jerk. For example, is he a jerk to everyone, or just to me? Most workers overrate their job performance and how well-liked they are among colleagues. Look honestly and objectively at your own attitudes and performance for clues. Meet privately with your boss to ask him frankly what is wrong. If something surfaces, commit yourself to a plan for improvement. Nine out of ten times, complaining to the boss's boss will only hurt you.
  • 23. Balancing betweenwork n life Work-life balance is a swap-a deal you’ve made with yourself about what you keep and what you give up. Your boss may be concerned about your personal life, but he's also concerned about the company winning in a competitive work environment. Your strong performance at work should grant you a hearing when you ask for accommodations related to your life outside of work. Outside of work, clarify what you want from life.
  • 24. Conclusion • 1. Compartmentalize your life. When you're home, be 100% at home. When you're at work, be 100% at work. • 2. Once you've set your life priorities, get comfortable saying "no" to things that would take away from those priorities. • 3. Don't leave yourself out of your priorities
  • 25. Name- Ritu Lakhotia Batch-1st year PGDM General