A lot of good advices, explanations and examples. Used several advices in my business and it looks that they works. Not marked with 5 stars because of necessity to know a lot of culture nuances of typical American business, some advices definitely doesn’t work in other countries.

This is the business version of a Babe Ruth instructional on hitting home runs, Michael Jordan on winning championships, Mark Twain or Hemingway on writing, or Tiger Woods (yet to be written) on winning tournaments. Like these, Welch is an American original. He's harder on himself than anyone else is and he understands that winning is a game of percentages. At the end of the day, there are things you can do to improve the odds in your favor and protect against the big miss.

This is one of the few books that I always have synched to my phone in audio format. I read it once a year, and listen to Welch read his own material as a spark when preparing for a business conversation. His energy is contagious.

Early in the book, Welch describes his 4-E (and 1-P) framework when it comes to qualities he seeks in team players: Energy, ability to Energize others, Edge, Execution / get the job done, and Passion. I have found some of my most effective teammates at all levels of an organization have unquestionably excelled in this framework.

I also enjoy his instruction on strategy. I have followed his view of best practices as a strategic advantage, allowing an organization to discover and focus on their differentiating "Aha!". Welch says, "I've heard it said that best practices aren't a sustainable competitive advantage because they are so easy to copy. That's nonsense!"

Some favorite quotes:

"They have a juice for life in their veins"
"Winning is about results"
Positive energy means "the ability to go go go - to thrive on action and relish change."
"People with positive energy can inspire their team to take on the impossible - and enjoy doing it"
"Effective people know when to stop assessing and make a tough call"
"Being able to execute is a special and distinct skill"
"People with passion... love to learn and grow, and they get a huge kick when the people around them do the same"
"I know it is not easy to always be upbeat. Life doesn't always go your way... You can win without being upbeat - if every other star is aligned - but why would you want to try?"

A master in his game, Jack re-centers our ethics, beliefs and approach to work to proven old school ways and convincingly applies these principles to help the readers thwart any fear of competing with China and other countries.

I must make it a point to read Jack’s books every year.

A book that was written almost 15 years ago could be considered old in today's fast-moving world but it was definitely a very enjoyable read - Jack Welch knows what he is talking about. In most business books there is quite a lot of unnecessary/irrelevant stuff but practically every chapter in this book was readable. One could argue that much of it is common sense but balancing all the different aspects of leading a winning organization is something remarkable. This book is less about theory and more about proven leadership philosophy and principles. I particularly liked the chapters about crisis management and M&A. I also liked the concept of leader's role being to ask all the questions.

“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?”

"Successful leaders are great at managing people: they evaluate them through a transparent and fair system, coach them to advance on their careers, and instill such a culture of candor and integrity that everyone wants to share their ideas and improve the way business is done. Get excited about what you’re doing and make sure your people are too"

"One reason employees hate change initiatives is because they often don’t understand the reasons behind the change. This makes every initiative seem like just another flavor of the month, to be ignored till it goes away."

"Your mission says how you intend to win, and your values demonstrate the behaviors that will get you there.
An effective mission statement basically just answers the question “How do we intend to win in this business?
If the mission statement is the goal, then values are the way to achieve that goal. Values are clearly-defined behaviors you want your employees to exhibit."

"Leadership is all about developing your people. Evaluate them, coach them and inspire them every chance you get. Tell them about your vision for the company, encourage them to live and breathe your vision, and reward those who do."

"Before you even consider hiring someone, ensure they pass three acid tests:
First, they must have integrity, meaning they are candid, honest and reputable.
Second, they must be intelligent so that they can work effectively with other smart people.
Finally, candidates must demonstrate maturity, meaning they can deal with stress and setbacks, and exhibit that certain mixture of confidence and humility that experience brings."

"Evaluate and differentiate your people with the 20-70-10 method, and make managing them a priority."
"Let ideas and opinions flow freely: encourage candor and give everyone a voice" (i.e. feedback meetings without managers in GE).

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”