Loosen Control!

 

The world is moving at such a pace that control has become a limitation. It slows you down.

Loosen, not lose.

 

- Jack Welch

 

It's All About The Values!

Nurture the employees who live  up  to  company values, even if they don’t make their numbers. Consider reassigning them if their numbers continue to falter.

Eliminate employees who do not  live  the  company values, even if their numbers are good!

Difficult, yes, but absolutely necessary.

- Jack Welch

 

Always Get The Best People!

The biggest advice I give people is you cannot succeed alone. You’ve got to be very comfortable with the brightest human beings alive on your team. And if you do that, you get the world by the tail ...

Always get the best people. If you don’t, you’re shortchanging yourself.

- Jack Welch

 

Today's CEO!

20 years ago, being named CEO of a company was the culmination of a career. But today's CEO must think of stepping into the top job as only the beginning of the real battles:

No one can come to work and sit, no one can go off and think of just policy, no one can do any of these things. You’ve got to be live action all day. And you’ve got to be able to energize others .... You’ve got to be on the lunatic fringe.

- Jack Welch

How To Succeed As A CEO?

Surround yourself with category A's — that is, the best possible people.

The biggest advice to be given is that you cannot do all these jobs alone. You’ve got to be very comfortable with the brightest human beings possible on your team. And if you do that, you get on top of the world. 

Always get the best people. If you don’t; you’re short-changing yourself.

How To Create A Strong Management Framework!

- Create a clear, simple, reality-based, customer-focused vision and be able to communicate it in a straightforward way to all constituencies.

- Understand accountability and commitment and be decisive; set and meet aggressive targets; always with unyielding integrity.

- Have a passion for excellence; hate bureaucracy and all the nonsense that comes with it.

- Have the self confidence to empower others and behave in a boundaryless fashion; believe in and be committed to Work-Out as a means of empowerment; be open to ideas from anywhere.

- Have, or have the capacity to develop, global brains and global sensitivity, and be comfortable building diverse global teams. Stimulate and relish change; do not be frightened or paralyzed by it. See change as opportunity, not just a threat.

- Have enormous energy and the ability to energize and invigorate others. Understand speed as a competitive advantage.

* Derived from the book "29 Leadership Secrets From Jack Welch", 

   by Robert Slater

 

Show Respect and Instill Confidence in Your Employees!

Behind this prescription lies a key idea: Your employees deserve respect. You‟ve hired the best people and trained them well, right?

So treat them with respect. Show them you understand that they are doing something important for the company. Build their confidence—in you, in the company, and in themselves. And then get out of their way.

Managers Should Manage Less!

 

Managers should do less monitoring and less supervising and to give their employees more latitude.

There should be far more decision making at the lower levels of any organization.

Managers shouldn't interfere with their employees at every turn. Instead, managers should concentrate on creating a vision for their employees and should make sure that the vision is always on the mark and is being acted upon.

Managers should stop getting in people's way. Stop looking over their shoulders. Stop bogging them down in bureaucracy.

Managers should give their employees more freedom.

Let them perform.

Leadership Vision!

 

Leaders —and you take anyone from the  middle ages till our modern day— inspire people with clear visions of how things can be done better.

Some managers, on the other hand, muddle things with pointless complexity and detail!

They equate [managing] with sophistication, with sounding smarter than anyone else. They inspire no one!

Jack Welch Rules On Business Reality!

 

·       Face Reality. Business leaders who avoid reality are doomed to failure.

·       Act on Reality Quickly! Those who truly face reality can’t stop there. They must adapt their business strategies to reflect that reality, and they must do so quickly.

·       Turn Your Business Around. Stick your head in the sand, says Welch, and you will fail. Face reality, and you may turn a bad situation into a great one.

Successful People See The World As It Is!

 

It may sound simple, but getting any organization or group of people to see the world the way it is and not the way they wish it were or hope it will be is not as easy as it sounds.

We have to permeate every mind in the organization with an attitude, with an atmosphere that allows people—in fact, encourages people—to see things as they are, to deal with the way it is now, not the way they wish it would be.

Reality-Based Leadership

 

The art of leading comes down to one thing; facing reality, and then acting decisively and quickly on that reality.

- Jack Welch

It may sound simple, but getting any organization or group of people to see the world the way it is and not the way they wish it were or hope it will be is not as easy as it sounds.

We have to permeate every mind in the company with an attitude, with an atmosphere that allows people—in fact, encourages people—to see things as they are, to deal with the way it is now, not the way they wish it would be.

 

Be Flexible Towards Change!

 

Managers and employees need to be prepared to reexamine their agenda and to make changes when necessary.

Be ready to rewrite your agenda.

- Jack Welch on Change

Post-Covid19 Change!

Accept change.

Business leaders who treat change like the enemy will fail at their jobs.

Change is the one constant, and successful business leaders must be able to read the ever-changing business environment.

- Jack Welch on Change

What should Covid-19 mean for business enterprises?

1-      New products

2-      A different business environment every day

3-  A company within which every employee has to embrace change.

The Cost of Conflict!

 

Unmanaged employee conflict is perhaps the largest intangible cost in organizations today,­ and probably the least recognized!

It maybe a new way where companies can reduce cost rather than the standard practice of downsizing their operation.

It is estimated that over 65% of performance problems result from strained relationships between employees ­and not due to lack of individual skill or experience!

 

- “A Survey of Managerial Interests with Respect to Conflict” by Kenneth W. Thomas and W. H. Schmidt.

 

 

Yesterday's Manager vs. Tomorrow's Leader!

The mindset of yesterday’s manager—accepting compromise, keeping things tidy—bred complacency.

Tomorrow’s leaders must raise issues, debate them, and resolve them. They must rally around a vision of what a business can become.

- A Lesson from "Jack Welch"

Successful People Are Flexible!

Life is dynamic—always changing. Heraclitus said, “You can’t step in the same river twice.” The truth is that you can’t even step in the same river once, because even as you’re step in the river, it is changing.

Appreciating the dynamics of life and being able to go with the flow provides enormous advantages to finding new ways of doing things or getting places or creating opportunities.

Successful People are flexible and take advantage of new situations. 

- Derived from an article titled “8 Habits of Highly Lucky People” by Neil Farber M.D, Ph.D

Successful People Are Insightful!

 

There are two types of knowledge—explicit and implicit (or tacit). 

Explicit knowledge is the kind people gain from reading books and going to school—factual stuff. 

Implicit knowledge is what we achieve through observing and experiencing—things that can’t really be taught.

Both types of knowledge are important to help guide decisions or choose particular pathways.

A hunch may be an uninformed guess—worth as much as flipping a coin—or it may be based on in-depth explicit and implicit knowledge—and insight!

We all have insight to varying degrees, yet some are better than others at being open to hearing those inner voices. Making use of this knowledge depends on your ability to access this information and trust in yourself.

Having insight involves integrating explicit and implicit knowledge with an understanding of social situations and emotions, both yours and others'.

Insightful people have higher emotional and social intelligence—being able to “read” people and understand unspoken issues in a social situation.

Successful people seek knowledge and experiences and make the best use of their insight.

- Derived from an article titled “8 Habits of Highly Lucky People” by Neil Farber M.D, Ph.D

Successful People Are Proactive!

 

"Successful" people make things happen. They are proactive rather than reactive. They make their future. And when you can take responsibility for your words, actions, and behavior, you have more control of your destiny. 

There are three kinds of people: Those who make things happen; those who watch things happen; and those who wonder what just happened.

Yes, you might get lucky and a $100 bill might fly in through your window while you’re sitting on the couch, but your luck of finding some money on the street would improve if you were outside walking in the first place.

A colleague may appear to be lucky when he tells you that he got eight new clients today; until you find out that he started working two hours before you and skipped his lunch break. He also took that online course on “Completing The Sale” that you thought wouldn’t be worth it.

- Derived from an article titled “8 Habits of Highly Lucky People” by Neil Farber M.D, Ph.D