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I really enjoyed this book by Jack Welch. He's got an old-fashioned style of writing, and a fairly old-fashioned system way of thinking (with the exception of Six Sigma), but I like it. He focuses on the very, very basics, and he has succeeded by sticking to them. I won't waste time trying to summarize Welch's summary of the lessons he has learned in the last 60 years. There are several ideas that I found really interesting. First, I think that Welch is really on to something with a concrete mission / vision which is reinforced with rewards and punishments.
Here are a few of my favorite quotes:
There are also several themes you’ll hear again and again: the team with the best players wins, so find and retain the best players; don’t overbrain things to the point of inaction; no matter what part of a business you’re in, share learning relentlessly; have a positive attitude and spread it around; never let yourself be a victim; and for goodness’ sake—have fun. (p.11)
There is nothing scientific about the process. To get candor, you reward it, praise it, and talk about it. You make public heroes out of people who demonstrate it. Most of all, you yourself demonstrate it in an exuberant and even exaggerated way—even when you’re not the boss. (p.30)
Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak. Companies suffer when every business and person is treated equally and bets are sprinkled all around like rain on the ocean. When all is said and done, differentiation is just resource allocation, which is what good leaders do and, in fact, is one of the chief jobs they are paid to do. (p.34)
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence. Leaders make sure people not only see the vision, they live and breathe it. Leaders get into everyone’s skin, exuding positive energy and optimism. Leaders establish trust with candor, transparency, and credit. Leaders have the courage to make unpopular decisions and gut calls. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action. Leaders inspire risk taking and learning by setting the example. Leaders celebrate. (p.53)
you need to invest the vast majority of your time and energy as a leader in three activities. You have to evaluate—making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not. You have to coach—guiding, critiquing, and helping people to improve their performance in every way. And finally, you have to build self-confidence—pouring out encouragement, caring, and recognition. Self-confidence energizes, and it gives your people the courage to stretch, take risks, and achieve beyond their dreams. It is the fuel of winning teams. (p.55)
When you are an individual contributor, you try to have all the answers. That’s your job—to be an expert, the best at what you do, maybe even the smartest person in the room. When you are a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room. Every conversation you have about a decision, a proposal, or a piece of market information has to be filled with you saying, “What if?” and “Why not?” and “How come?” (p.63)
I should have pushed a whole lot harder with my questioning. In fact, I should have insisted we put resources into developing our own large-bore machine. All we were left with at the end was me thinking, “I knew it,” and wanting to say, “I told you so.” Both of those sentiments are worth nothing. You would assume that was obvious, but I’ve seen more leaders believe that second-guessing absolves them from responsibility when things go wrong. ... If you don’t make sure your questions and concerns are acted upon, it doesn’t count. I realize most people don’t love the probing process. It’s annoying to believe in a product or come into a room with a beautiful presentation only to have it picked apart with questions from the boss. (p.65)
Here are a few of my favorite quotes:
There are also several themes you’ll hear again and again: the team with the best players wins, so find and retain the best players; don’t overbrain things to the point of inaction; no matter what part of a business you’re in, share learning relentlessly; have a positive attitude and spread it around; never let yourself be a victim; and for goodness’ sake—have fun. (p.11)
There is nothing scientific about the process. To get candor, you reward it, praise it, and talk about it. You make public heroes out of people who demonstrate it. Most of all, you yourself demonstrate it in an exuberant and even exaggerated way—even when you’re not the boss. (p.30)
Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak. Companies suffer when every business and person is treated equally and bets are sprinkled all around like rain on the ocean. When all is said and done, differentiation is just resource allocation, which is what good leaders do and, in fact, is one of the chief jobs they are paid to do. (p.34)
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence. Leaders make sure people not only see the vision, they live and breathe it. Leaders get into everyone’s skin, exuding positive energy and optimism. Leaders establish trust with candor, transparency, and credit. Leaders have the courage to make unpopular decisions and gut calls. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action. Leaders inspire risk taking and learning by setting the example. Leaders celebrate. (p.53)
you need to invest the vast majority of your time and energy as a leader in three activities. You have to evaluate—making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not. You have to coach—guiding, critiquing, and helping people to improve their performance in every way. And finally, you have to build self-confidence—pouring out encouragement, caring, and recognition. Self-confidence energizes, and it gives your people the courage to stretch, take risks, and achieve beyond their dreams. It is the fuel of winning teams. (p.55)
When you are an individual contributor, you try to have all the answers. That’s your job—to be an expert, the best at what you do, maybe even the smartest person in the room. When you are a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room. Every conversation you have about a decision, a proposal, or a piece of market information has to be filled with you saying, “What if?” and “Why not?” and “How come?” (p.63)
I should have pushed a whole lot harder with my questioning. In fact, I should have insisted we put resources into developing our own large-bore machine. All we were left with at the end was me thinking, “I knew it,” and wanting to say, “I told you so.” Both of those sentiments are worth nothing. You would assume that was obvious, but I’ve seen more leaders believe that second-guessing absolves them from responsibility when things go wrong. ... If you don’t make sure your questions and concerns are acted upon, it doesn’t count. I realize most people don’t love the probing process. It’s annoying to believe in a product or come into a room with a beautiful presentation only to have it picked apart with questions from the boss. (p.65)
