By Robert Slater
Олисов The first concise ebook of crucial Welch-isms, abridged from the bestselling Get higher or Get Beaten
Jack Welch equipped a occupation out of combating waste. 29 management secrets and techniques from Jack Welch follows in Welch's footsteps, boiling the mythical CEO's management successes right down to 29 recommendations that made GE the world's best companyand Welch the world's so much profitable and favourite CEO.
This all-in-one Welch reference updates fabric from Robert Slater's bestselling Get higher or Get Beaten, and is ultra-modern final fast paced, no-nonsense instruction manual at the methods of Jack Welch. It faucets into the center of Welch's braveness, innovation, and management luck by way of interpreting uncomplicated management secrets and techniques that include:
- Managing much less is handling higher
- Make caliber the activity of each worker
- Have worldwide brains and imaginative and prescient
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Additional resources for 29 Leadership Secrets From Jack Welch
Most organizations don’t go for ideas in a meeting. Why not? Because everybody present comes from the same business. They talk about the vertical business. We talk about compensation plans, about China, about generic experiences. WELCH RULES AM FL Y Building a learning culture has put pressure on GE’s business leaders. They understand there is no reward for simply having a good idea at GE. The rewards come from successfully sharing that idea with others. TE ➤ Make searching for new ideas a priority of every employee.
Misses commitments but shares the values. ” D. Delivers on commitments but does not subscribe to GE’s values. What happens to managers who deliver the numbers but do not live the GE values? According to Welch, they get ﬁred. That’s a shell shock to our company, because numbers are no longer job security. Values and numbers now mean job security. KEEP THE A’S; GET RID OF THE C’S By January 1997, Welch was using different language to make the same points. Speaking to the company’s top 500 managers, he urged his colleagues to work hard to hang on to the “category A’s”—in other words, the team players who subscribed to the company’s values.
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