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Hot Seat: Jeff Immelt at GE

Leading Blog

I N SEPTEMBER 2001, Jack Welch was a tough act to follow. In the wake of 9/11, GE’s people needed to hear, and to believe, that we had a plan and that, working together, they could help us execute it. Transparency is an admirable goal. But the real goal is to solve problems. Jack Welch led GE to some impressive numbers.

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CO2 Partners | Good Leaders Ask Questions More Often Than They Answer Them

CO2

They bulldoze their plans through and others, who weren ’ t consulted, wind up resisting them — no surprise there. general Jack Chain who was responsible for the country ’ s nuclear arsenals, to Jack Welch, former CEO of G.E. I would go as far to say that there is never a situation in which leaders shouldn’t ask questions.

Welch 78
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CO2 Partners | Good Leaders Ask Questions More Often Than They Answer Them

CO2

They bulldoze their plans through and others, who weren ’ t consulted, wind up resisting them — no surprise there. general Jack Chain who was responsible for the country ’ s nuclear arsenals, to Jack Welch, former CEO of G.E. I would go as far to say that there is never a situation in which leaders shouldn’t ask questions.

Welch 78
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PEAK Leadership

CO2

They bulldoze their plans through and others, who weren’t consulted, wind up resisting them — no surprise there. general Jack Chain who was responsible for the country’s nuclear arsenals, to Jack Welch, former CEO of G.E. Innovator) Assess alternative methods of taking action, such as, “Will this help us reach our goal?

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PEAK Leadership

CO2

They bulldoze their plans through and others, who weren’t consulted, wind up resisting them — no surprise there. general Jack Chain who was responsible for the country’s nuclear arsenals, to Jack Welch, former CEO of G.E. Innovator) Assess alternative methods of taking action, such as, “Will this help us reach our goal?

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Leaders vs. Managers

Great Leadership By Dan

It's been an awesome ride and I plan to keep doing it until I run out of ideas or ambition, whichever comes first. A community (or nation) that rates high on conformity is less likely to be adaptive, innovative, and probably even viable. Managers work toward goals, ideals, and outcomes--that others largely have set or prescribed.

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The Rainmaker 'Fab Five' Blog Picks of the Week - A Look Ahead at 2011

Sales Wolf Blog

Michael Carty, XpertHR : Why It's Time for HR to 'Step to the Front' in 2011 Drew Tarvin, Humor's' Office : 5 Work Resolutions You Shouldn't Make (And One You Should) Kaihan Krippendorff, Fast Company : Five Innovative New Year's Resolutions Roberta Matuson, Fast Company : Will 2011 Be Your Best Year Ever ?

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