This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Posted on January 21st, 2011 by admin in Leadership , Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Entrepreneur, CEO or Both? Jack Welch the former head of GE built a reputation as one of the great chief executives of this era. Which hat, or hats do you wear?
Never confuse power with leadership. It was full of trite cliches and worn out leadership rhetoric. The highlight of the day for me was when Jack Welch took center stage, and center stage he took. The bottom line is that I really like him, I just wished he had more new material to share.
link] Lisa Welch Hi Mike: Thanks for taking something so confusing and adding clarity by doing little more than telling the truth. Thanks for the great insights Rob. link] gunnar Mike, these are great observations and so true. Thanks for sharing! admin Hi Gunnar: My pleasure Sir…thanks for stopping by. Nicely done Mike! Best wishes Sir.
Over the years I’ve come to believe that there is only one sure fire litmus test for measuring leadership success, and to the chagrin of many reading this post, it has little to do with what happens on the job. If I recall correctly, Jack Welch wrote that you can only have one priority, you need to pick which it will be.
It includes books by Peter Drucker, Charles Handy, Charles Koch, Jack Welch, and Bob Sutton. When I teach MBA leadership courses I require all papers – on any leadership issues – to address key problems from opposing views. Thanks for encouraging and challenging the leadership community. Love what you do Mike.
David describes SelfGrowth.com as a "Matching or Connecting Service for People who Want to Improve their Health, their Finances, their Relationships and their happiness" that helps to "Connect people who want to improve their lives with information, experts, products and services that can teach or show them how to do it.
Posted by: Tim Welch | August 03, 2010 at 12:46 AM Excellent points! and a Winner Announced Blog powered by TypePad Member since 09/2007 Author Chris Bradys Leadership Blog Chris Bradys Home Page Chris Bradys Rascal Tweets Chris Bradys FaceBook Chris Bradys YouTube Chris Bradys Fan Page-Rascal Nation Chris Brady on LinkedIn
As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Welch himself said in 2009 that optimizing a business for shareholder returns is the “dumbest idea in the world.”. Innovation Leadership Strategy' No, it’s to maximize shareholder value.
Last fall, when it was still not clear who would be the next chief executive of Microsoft, Jack Welch recommended Sam Palmisano for the job. Communication Finance Getting buy-in' But they need to figure out what to tune out — and learn to manage Wall Street rather than being managed by it.
I offer three recommendations to ensure that we keep these promises to those who depend on our leadership. Earlier in my career, I had the chance to visit leaders such as Jack Welch (GE), Paul O’Neill (Alcoa), and Ralph Larsen (Johnson & Johnson). The failures of leadership at Mid Staffs had to do with attention.
In October 2000, Jack Welch announced the biggest deal of his 20-year tenure as head of GE: a $45 billion merger with Honeywell. Yes, but with some caveats, according to a paper recently published in the Journal of Empirical Finance. Harman Wardani. Their aim is to drive out executives who are past their prime.
In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. On the finance and deal side, we also felt a strong kinship with Tsai. Although he didn’t have a U.S.
A recurring theme in those interviews was bemoaning major changes in R&D strategy that occurred as a consequence of new, often outside, leadership. Consider GE during Jack Welch’s tenure, Trimble Navigation under Steve Berglund, or IBM under Lou Gerstner. Moreover, not all outside CEOs lack domain expertise (e.g.,
Bravo Nando… Jack Welch - The former Chairman and CEO of GE reminded us of the value of candor. Candor, clarity, humility, passion and a heart for service characterize Jack Welch. We all need to learn from Jack by dropping the politically correct approach to leadership by just doing the right thing.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content