Jack Welch - Winning

3 Chapters
L eadership
Hiring
ople management
Pe

2
Friday, September 2, 2011

To obtain ideas
in managing people
that can be applied to work


Agenda

Minutes Activity

15 Introduction

Book
20 x 3
discussion
Group
15 x 3
discussion


Books as mentors

‘Winning’ book tour
MIT Sloan - April 12, 2005
Role model / mentor
Video clip 3 minutes


http://www.youtube.com/watch?v=IQK7NU4hFM0


After retiring from GE,
Jack went on lecturing
for 3 years.


Based on 150 Q&A sessions...

He answered them on this book
from his experience.


Jack also got help from Suzy.

Suzy is a former editor
of the HBR.


3 unique features
The questions
The answers
The editor


“No other management book
will ever be needed.”


“...for everyone from college graduates
to CEOs.”


5 Parts
20 Chapters


5 Parts

Underneath it all
Your company
Your competition
Your career
Tying up loose ends


Today’s topics

Your company
t er 5: Le adership
Chap
apter 6 : Hiring
Ch gement
7: Peop le mana
C hapter


“This book offers no easy formula.
There are none.”


It’s practical when
Jack was GE’s CEO
and other factors.


Everyone has preference
on managing people.


Be neutral and hold your judgment.


Listen with focus by asking:

How can I apply this knowledge?
How does it inspire me?
Which part should I share with others?


Work in group - discuss learning points:
Application, Inspiration,
and what to share...

Chapter 5
Leadership


Short-Long Paradox


Anyone can manage for the short
just keep squeezing the lemon.


And anyone can manage for the long
just keep dreaming.


“Performing balancing acts
everyday is leadership.
Managing short - thinking long.”


“Life would be easier if leadership
was just a list of simple rules,
but paradoxes are inherent to the trade.”


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. Celebrate


1. Interact with team;
Evaluate coach and
build self-conﬁdence


Evaluate:
Right man - right job


Coach


Build self-conﬁdence

Build
Self-conﬁdence...

energizes, and it gives people
the courage to stretch, take
risks, and achieve beyond their
dreams.


Building self-conﬁdence is
the fuel of winning teams.


2. Ensure that people live and
breathe the vision


3. Stimulating positive energy
and optimism


4. Establish trust with candor,
transparency and credit


Success - look out the window

Mistake - look into the mirror

5. Courage to make
unpopular decisions
and gut calls


“Don’t run for the ofﬁce...”


You’re already elected!


Gut call!
Exercise your judgement


6. Probe and push with curiosity...
and got answer with action

7. Inspire risk taking
and learning
by setting the example


“It’s OK to take swings and miss,
as long as you learned from them.”


“after World War 2 and before global competition
- most industries, GE included, were stuck in a
not-invented-here (NIH) mind-set...”


March 1998,
Larry Page & Sergey Brin studied at Stanford,
tried to sell Google’s idea to Altavista.


Altavista was subsidiary of DEC


DEC’s engineers didn’t interest.
They were usually against the idea of
NIH - ‘Not-Invented-Here’.


GE adopted Six Sigma from Motorola.


Jack read from Fortune Magazine that
PEPSICO used own executives as teachers.
He adopted it to GE.


8. Celebrate


How can I apply this knowledge?
How does it inspire me?
Which part should I share with others?


Chapter 6
Hiring


Hiring

3 Acid test
4E+1P
4 More for top job


“When I was a young manager, hiring success rate is 50%.
30 years later, I improved to 80%.”


http://www.youtube.com/watch?v=FcYGk2_MI_c


3 Acid Tests

Integrity
Intelligence
Maturity


Integrity


Tell the truth

Keep their word


Take responsibility

Admit mistake

Intelligence


Maturity


4E
+
1P


positive Energy


Energize others


Edge


Execute


Passion


Top Job

Authenticity
See around the corners
Surround with talents
Heavy-duty resilience


Authenticity


See around the corners


Surround with talents


Heavy-duty resilience

Eric Schmidt was hired as Google’s CEO because...

he was failed to ﬁght Microsoft at Sun Microsystems.

What is the one thing you should ask
in an interview to help you
decide whom to hire?


Why the candidate
left his previous job,
and the one before that?


Chapter 7 People management

http://www.youtube.com/watch?v=Lf-dKhtkeFk


People management

Elevate HR
Performance evaluation
Reward, recognition and training
Deal with special cases
Manage mid 70%
Flat organization


Elevate HR

secruoseR namuH


Human Resources


Deals
with
soft
issue


“I am a people
person.”


I am a people
person.


Administration trap


Power in promote people

Hybrid HR Roles

+

Pastor + Parent


Seriously
deploy
evaluation
system


4 characteristics of
good evaluation system


Simple 2 pages
Strengths & weakness


Performance oriented
with agreed upon criteria
Quantitative & Qualitative


Formal 1-2/year +More informal

Include development plan


With 2-3 names
as potential successors


James Smith- Plant VP

Start: Jan 2000
Last evaluation: Dec 2006:
Rank: Middle 70%
Strength: Process improvement
Weakness: Discipline people

Energy Energized Edge Execution Passion


Effective
reward,
recognition,
and training


Top talent is also eager to learn


Special cases:
Unions,
Stars,
Sliders,
and Disrupters


Build relationship with Unions


Deal with problem stars


Reenergize sliders:
Training
Rotation


Head on with Disruptors


Manage the mid 70% appropriately


Differentiation

70%

20%

10%

Top Middle Bottom

“Differentiation
is a snap short in time.
It’s not permanent.
People can use tools
to up grade themselves.”


GM

O T I I

A R

N Z G A N O


Flat

O R G A N I Z A T I O N


Jack Welch - Winning

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