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Winning welch

Winning
Jack Welch with Suzy Welch

Format: Paperback, 704pp.
ISBN: 9780060759384
Publisher: HarperBusiness
Pub. Date: April 2005

Average Customer Review:

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Description and Reviews
From The Publisher:

Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits.

Since Welch retired in 2001 as chairman and chief executive officer of GE, he has traveled the world, speaking to more than 250,000 people and answering their questions on dozens of wide-ranging topics.

Inspired by his audiences and their hunger for straightforward guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the bible of business for generations to come. It clearly lays out the answers to the most difficult questions people face both on and off the job.

Welch’s objective is to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from project managers to senior executives. His goal is to help everyone who has a passion for success.

Welch begins Winning with an introductory section called “Underneath It All,” which describes his business philosophy. He explores the importance of values, candor, differentiation, and voice and dignity for all.

The core of Winning is devoted to the real “stuff” of work. This main part of the book is split into three sections. The first looks inside the company, from leadership to picking winners to making change happen. The second section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to name just three. The next section of the book is about managing your career–from finding the right job to achieving work-life balance.

Welch’s optimistic, no excuses, get-it-done mind-set is riveting. Packed with personal anecdotes and written in Jack’s distinctive no b.s. voice, Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work.

• “You are not a leader to win a popularity contest—you are a leader to lead. Don’t run for office. You’re already elected.” Pg. 72

• “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.” Pg. 74

About the Author

Jack Welch began his career with the General Electric Company in 1960, and in 1981 became the company’s eighth chairman and CEO. During his tenure, GE’s market capitalization increased by $400 billion, making it the world’s most valuable corporation. Mr. Welch is currently the head of Jack Welch, LLC, where he serves as an advisor to a small group of Fortune 500 CEOs and speaks to businesspeople and students around the world. He is the author of the #1 New York Times bestseller Jack: Straight from the Gut.

His wife, Suzy Welch is the former editor of the Harvard Business Review. She attended Harvard University and Harvard Business School, and is the author of numerous articles about leadership, creativity, change, and organizational behavior, and a contributor to several books about general management.

Table of Contents

INTRODUCTION:
“Every Day, There Is a New Question”

1
UNDERNEATH IT ALL
1MISSION AND VALUES
So Much Hot Air About Something So Real
13
2CANDOR
The Biggest Dirty Little Secret in Business
25
3DIFFERENTIATION
Cruel and Darwinian? Try Fair and Effective
37
4VOICE AND DIGNITY
Every Brain in the Game

53
YOUR COMPANY
5LEADERSHIP
It’s Not Just About You
61
6HIRING
What Winners Are Made Of
81
7PEOPLE MANAGEMENT
You’ve Got the Right Players, Now What?
97
8PARTING WAYS
Letting Go Is Hard to Do
119
9CHANGE
Mountains Do Move
133
10CRISIS MANAGEMENT
From Oh-God-No to Yes-We’re-Fine

147
YOUR COMPETITION
11STRATEGY
It’s All in the Sauce
165
12BUDGETING
Reinventing the Ritual
189
13ORGANIC GROWTH
So You Want to Start Something New
205
14MERGERS AND ACQUISITIONS
Deal Heat and Other Deadly Sins
217
15SIX SIGMA
Better Than a Trip to the Dentist

245
YOUR CAREER
16THE RIGHT JOB
Find It and You’ll Never Really Work Again
255
17GETTING PROMOTED
Sorry, No Shortcuts
277
18HARD SPOTS
That Damn Boss
299
19WORK-LIFE BALANCE
Everything You Always Wanted to Know About Having It All (But Were Afraid to Hear)

313
TYING UP LOOSE ENDS
20HERE, THERE, AND EVERYWHERE
The Questions That Almost Got Away

339
Acknowledgments360
Index363

Useful Teaching Tool June 29, 2006
Reviewer: Wendy E. Wadden from Canada

The book jacket caught my eye. After reading the book I decided that my business law students may find this interesting. In the world of academic instruction there is often little that catches the interest of a student. This book did just what I hoped it would. It permitted the students to expand their knowledge by challenging their thoughts. The concepts discussed in the book show the reality of decision making in business. The book encourages the expression of opinion, encourages candor, shows the importance of having a voice and using it wisely. This was beneficial for class discussion purposes and the students felt would be beneficial to their futures. The concept of having fun while working at your job is refreshing and was received in a positive fashion by the students. The book “Winning” was a “winner” with the class and made their learning experience more enjoyable and more real than just another academic text. Thanks.

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Jack: Straight from the Gut
Jack Welch and the GE Way: Management Insights and Leadership Secrets of the Legendary CEO

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Winning welch Winning Jack Welch with Suzy Welch Format: Paperback, 704pp. ISBN: 9780060759384 Publisher: HarperBusiness Pub. Date: April 2005 Average Customer Review: For

“Winning” by Jack Welch Essay

“Winning” is a book by Jack Welch, who was General Electric’s former chief executive officer (CEO). Welch is credited with transforming the giant corporation during his tenure as CEO. “Winning” is a book that Welch wrote four years after he had retired from his position at General Electric (GE) and he credits his wife as a contributor to the book’s authorship. In his book, Welch talks about his management experiences at GE.

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The book also offers practical solutions for running an organization with its central theme being ‘how to win’. According to the author of “Wining”, the concept of winning is important to individuals and organizations because it enables them to achieve growth. The claims that are made in the book are supported by the fact that Jack Welch had a forty-year-old career at GE where he rose through the ranks to become the company’s chairman.

During his time at the top, Welch perfected an honest ‘be the best you can be’ style of management. “Winning” emphasizes on a management style that focuses on teamwork, profits, and people. The author of “Winning” says the book was conceptualized during his speaking tours where he had the chance of interacting with more than 250,000 people. This paper is a review of Jack Welch’s “Winning”.

Welch’s book is all about winning both in personal and corporate levels. The author emphasizes that it is possible to win in a fair manner by upholding ethics. In addition, the book emphasizes on the need to incorporate a company’s mission and values into its winning strategy.

Most of the wining principles that are outlined in Welch’s book are not strange to managers and other corporate leaders. Some of the key management principles that are outlined in Welch’s book include the value of differentiation and the benefits of candor. The author also reiterates that a company’s mission and values should not only be displayed in a wall but they should also be an integral part of the organization’s winning strategy.

Welch’s management strategy includes formulas for hiring, firing, leadership, personnel management, crisis management, and change management. The author’s management strategy also outlines the most effective ways of dealing with competition, streamlining a company’s budget, instituting growth, and handling mergers. The doctrine of Six Sigma is also addressed by the Welch in his book.

On matters of personal growth, the author discusses the importance of focusing on an individual career by “finding the right job, getting prompted, and achieving a work-life balance” (Welch, 2005). The most important aspect of “Winning” is the fact that the book focuses on the author’s career and his personal experiences. Nevertheless, the subject matter of the book is not presented in an objective manner. Several people agree that “Winning” is an accurate portrayal of Welch’s work at GE.

Another important lesson in “Winning” is how to manage people. According to Welch, it is important for an organization to grant its human resource department the necessary powers. The reasoning behind a powerful human resource department is that it acts as the core element in the company. The author also suggests that managers should use human resource systems that have been proven and tested. Using tested systems eliminates the margin of error in human resource.

The need to motivate workers and the concept of using money as a motivation tool is also outlined in “Winning”. In addition, the author notes that recognition and training are useful tools in the management of human resource. Another pillar of winning strategies is the ability to confront difficult issues that touch on human resource management. For instance, it is in a manager’s best interest to confront troublemakers and bigheaded individuals in a company.

One interesting aspect of managing people as discussed by Welch is the need to categorize workers in three categories. According to the author, the top workers in the company usually make up twenty percent, the middle group makes up seventy percent, and the bottom group makes up ten percent (Welch, 2005). Differentiating workers in this manner enables managers to keep track of the performances of all workers.

Welch’s book is important to any future manager. The book prepares individuals who are about to venture into the world of corporate management in a number of ways. The most useful idea in the book is the necessity for candor. The society has suppressed the need for candor in most aspects of life.

For instance, most people focus on the need to spare the feelings of other people at the expense of candor. Consequently, the ability to ‘tell it like it is’ is not a valued aspect in most situations. However, Welch observes that candor is a paramount quality in an organization because it creates trust and credibility in a manager.

The author also observes that the lack of candor in an organization is detrimental to an organization because it creates a very toxic environment in an organization. Both the individual and the corporation should embrace the culture of candor in order to achieve trust and transparency. Future managers need to consider candor as an asset and not a liability.

Before assuming leadership positions, it is important for future managers to evaluate leadership. According to Welch, a leader is several things but the most important aspect in a leader is the ability to comprehend the right questions and having the knowledge about where to look for answers.

In “Winning”, the author outlines a total of eight suggestions of the roles that leaders should play in an organization. All these rules are useful to an upcoming manager but some of them carry more weight. For example, the author suggests that leaders should “get into everyone’s skin exuding positive energy and optimism” (Welch, 2005). This rule might appear scary and vulgar to a future manager but is an accurate description of the corporate environment.

Another lesson for future managers according to “Winning” is the need to remain upbeat and maintain a positive attitude. Although this rule sounds simple and straightforward, it is quite hard to put it into practice. The business environment is tough and draining for individuals and it is hard to maintain a positive attitude in such an environment. Nevertheless, future mangers have to find ways of maintaining a positive attitude even in the draining environment of the corporate world.

“Winning” has been hailed as one of the most important management books ever published. Jack Welch borrows knowledge from his four decades of experience in the corporate world and delivers a compelling argument on how to win in the corporate environment. Welch’s book does not forward any complicated ideologies on management.

However, the author uses simple terms and arguments that can resonate with veteran, upcoming, and future managers. “Winning” is a book that can be useful to individuals who wish to hone their management skills irrespective of their level of expertise.

Reference

Welch, J. (2005). Winning. New York: Harper Collins.

This paper is a review of Jack Welch's "Winning". "Winning" emphasizes on a management style that focuses on teamwork, profits, and people.