This document provides a summary of Jack Welch's career and leadership philosophy as outlined in his book. It discusses how Welch rose through the ranks at GE from a junior engineer to ultimately becoming CEO. Key parts of his approach included establishing a clear mission and values, promoting candor, evaluating and developing talent, driving change and innovation. The summary highlights Welch's emphasis on leadership, hiring the right people, managing performance, and embracing strategies like Six Sigma to drive growth and competitive advantage.
Playing safely is not safe in today’s fast-paced competitive business environment. An individual, who seeks to stand out from the mob and practise novelty in highly uncertain business climate, works beyond the limits. Whitney Johnson has used the term “Disruption” – to understand why some individuals succeed in outstanding ways.
The title of the book i.e. “Disrupt yourself” inspires us to make the jump onto new learning curves, innovate, and stay at the top of the game. It shows the inconceivable value of recognizing what you are good at and finding unpredicted ways to use those strengths to the marketplace. The dramatic ‘jumps’ that Johnson encourages us to take truly form the basis of creativity and success.”
“The author has made an attempt to apply the lessons of disruptive innovation to personal growth. She shows us how to pursue roles suited to our own strengths, to follow our own unique and innovative way of thinking and doing – and to significantly increase our efficiency, creativity, and happiness.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Few families are able to pass along their wealth successfully to the next generation. The barriers to keeping money in the family are much more formidable than the barriers to making money in the first place. Why should this be What pitfalls are most common How can families and their advisers increase the odds of a successful intergenerational transfer of wealth How can they preserve the family’s human and intellectual capital
Judy Martel, provides insightful answers to these questions and dozens more in this richly detailed book. The Dilemmas of Family Wealth takes a fresh look at the communications barriers, misunderstandings, and generational conflicts that can pull families apart and scatter their wealth in far less time than it took to build it. Martel identifies the dilemmas that families are likely to face and offers wise counsel for overcoming the challenges they pose. Her book includes advice and perspectives from top experts in the field and frank first-person experiences related by family members with whom they have worked.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
Playing safely is not safe in today’s fast-paced competitive business environment. An individual, who seeks to stand out from the mob and practise novelty in highly uncertain business climate, works beyond the limits. Whitney Johnson has used the term “Disruption” – to understand why some individuals succeed in outstanding ways.
The title of the book i.e. “Disrupt yourself” inspires us to make the jump onto new learning curves, innovate, and stay at the top of the game. It shows the inconceivable value of recognizing what you are good at and finding unpredicted ways to use those strengths to the marketplace. The dramatic ‘jumps’ that Johnson encourages us to take truly form the basis of creativity and success.”
“The author has made an attempt to apply the lessons of disruptive innovation to personal growth. She shows us how to pursue roles suited to our own strengths, to follow our own unique and innovative way of thinking and doing – and to significantly increase our efficiency, creativity, and happiness.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Few families are able to pass along their wealth successfully to the next generation. The barriers to keeping money in the family are much more formidable than the barriers to making money in the first place. Why should this be What pitfalls are most common How can families and their advisers increase the odds of a successful intergenerational transfer of wealth How can they preserve the family’s human and intellectual capital
Judy Martel, provides insightful answers to these questions and dozens more in this richly detailed book. The Dilemmas of Family Wealth takes a fresh look at the communications barriers, misunderstandings, and generational conflicts that can pull families apart and scatter their wealth in far less time than it took to build it. Martel identifies the dilemmas that families are likely to face and offers wise counsel for overcoming the challenges they pose. Her book includes advice and perspectives from top experts in the field and frank first-person experiences related by family members with whom they have worked.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
When stakes are high, Employees need something more than their salary and usual tea-snacks... they need Engagement and Motivation (read it as INSPIRATION)
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
Every success Story is about Change happens within. It is first and foremost thing in success.
Those who can change themselves and drive the the change through compassion.
These points will drive you build a success story.
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
The entrepreneurial mindset does not only belong to the owners of different enterprises but this quality can be present in many people related to different fields. Focusing on the entrepreneurial mindset, it is the characteristic which motivates the person to evaluate, exploit and discover opportunities. This characteristic is common in habitual entrepreneurs who are different from ordinary business managers as they are passionate in seeking new opportunities and bypass other unfruitful options in order to keep themselves safe from exhaustion. They are keen to concentrate on adaptive executions and they motivate their team members so that the common goal can be achieved (McGrath and MacMillan, 2000).
Are you a Manager or an Effective Leader? The Six Pillars of Superstar Leaders.Michael (Mike) McNulty
My last blog (“The 6 Pillars of Superstar Performers”) seemed to generate a lot of thought and dialogue around superstar performers! I was so excited and energized to read the numerous comments and opinions; thank you for reading and sharing your thoughts, it really “lit me up” to see the incredible response.
Inspired by the genuine interest in the last blog and our upcoming Independence Day, led me to our next topic— “what does a superstar leader look like?” https://www.linkedin.com/post/edit/6551412607864107008/
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
When stakes are high, Employees need something more than their salary and usual tea-snacks... they need Engagement and Motivation (read it as INSPIRATION)
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
Every success Story is about Change happens within. It is first and foremost thing in success.
Those who can change themselves and drive the the change through compassion.
These points will drive you build a success story.
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
The entrepreneurial mindset does not only belong to the owners of different enterprises but this quality can be present in many people related to different fields. Focusing on the entrepreneurial mindset, it is the characteristic which motivates the person to evaluate, exploit and discover opportunities. This characteristic is common in habitual entrepreneurs who are different from ordinary business managers as they are passionate in seeking new opportunities and bypass other unfruitful options in order to keep themselves safe from exhaustion. They are keen to concentrate on adaptive executions and they motivate their team members so that the common goal can be achieved (McGrath and MacMillan, 2000).
Are you a Manager or an Effective Leader? The Six Pillars of Superstar Leaders.Michael (Mike) McNulty
My last blog (“The 6 Pillars of Superstar Performers”) seemed to generate a lot of thought and dialogue around superstar performers! I was so excited and energized to read the numerous comments and opinions; thank you for reading and sharing your thoughts, it really “lit me up” to see the incredible response.
Inspired by the genuine interest in the last blog and our upcoming Independence Day, led me to our next topic— “what does a superstar leader look like?” https://www.linkedin.com/post/edit/6551412607864107008/
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Based on Paul Thornton’s Three C Leadership Model: Challenge, Confidence, and Coaching, this book guides potential business leaders on how to tap into their leadership roles and realize their visions.
Challenge the status quo. Build confidence in others. Coach people on what to do and how to do it.
All of us want to be high potential, yet few of us have any idea how. Read on if you want ideas to help you chart your journey through your organization. And if you like it--please share it!
1,304,019 views Jun 4, 2012, 901 amThe Top 9 Things Tha.docxjeremylockett77
1,304,019 views | Jun 4, 2012, 9:01 am
The Top 9 Things That Ultimately Motivate Employees to
Achieve
More From Forbes
Glenn Llopis Contributor
Leadership Strategy
I help organization build high-performance leaders, teams and cultures focused on inclusion and the power of
individuality. Leadership in the Age of Personalization.
12/10/19, 9:31 PM
Page 1 of 8
When you wake up in the morning, what is the passion that fuels you to start your day?
Are you living this in your work? If others asked you what drives you to achieve, would the
answer be obvious? The triggers that motivate people to achieve are unique for everyone.
Many would say its money; more people are starting to claim that they are driven to make
a difference. Regardless of what motivates you and drives you to reach peak performance
– it must be managed and balanced. Too much motivation in one area will weaken other
parts of your game.
Motivation has been studied for decades and leaders in the workplace have used
assessments like DISC and Myers-Briggs to determine their employee’s personality types
to better anticipate behaviors and tendencies. Additionally, motivational books are used
as tools to get employees to increase their performance and / or get them back on track.
While assessments, books and other tools can help project and inspire short and long
12/10/19, 9:31 PM
Page 2 of 8
performance, the factors that motivate employees to achieve evolve as they mature and
begin to truly understand what matters most to them. Therefore, as leaders we must hold
ourselves accountable to build meaningful and purposeful relationships that matter with
our employees. This allows us to better understand those we are serving, just as much as
ourselves.
As a leader, don’t just read the assessment scores, get to know those whom you are leading
and be specific about how you help each of them achieve their goals, desires and
aspirations. The objective should be to help one another and to accomplish this each of
you must identify those things that motivate you both to work together.
To help you get the most from your employee relationships, here are the nine (9) things
that ultimately motivate employees to achieve. As you read this, think of how you associate
with each of them. Share your story and perspectives – and comment about it. This is a
hot topic and the more we can discuss it, we can help one another become better leaders.
1. Trustworthy Leadership
Leaders that have your back and that are looking out for your best interests – will win the
trust of their employees who in turn will be more motivated to achieve. I once had a
department manager that always looked out for me. He was upfront in communicating his
performance expectations and his feedback was direct. He never treated me like a
subordinate and looked for ways to include me in senior management meetings. This
opened my eyes to what lied ahead in my career and thus motivated me to re ...
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Are you an older or younger worker? Do you feel like you're being discriminated against? Use these helpful tips on how to get around ageism in the job search.
2. 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
3.
4. 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.
5. 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
6. 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
7. 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.
8. 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.
9. 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.
10. 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
11. 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!
12. 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.
13. 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."
14. 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.
15. 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
16. 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.
17. 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.
18. 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.
19. 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)
20. 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.
21. 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.
22. 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.
23. 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.
24. 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.
25. 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.
26. 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