Leadership Media Operations Welch 
N2Growth Blog
APRIL 2, 2010
If you find all the noise around social media to be confusing, rest assured that you’re not alone. If you adapted to desktop computers, fax machines, cell phones and the Internet, then I suggest you need to view social media as the next progression on the continuim of advancement.
N2Growth Blog
JANUARY 21, 2011
Posted on January 21st, 2011 by admin in Leadership , Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Entrepreneur, CEO or Both? Jack Welch the former head of GE built a reputation as one of the great chief executives of this era. Which hat, or hats do you wear?
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Terry Starbucker
OCTOBER 10, 2010
The 90% Theory And Why That Can Be Enough by Starbucker on October 10, 2010 Jack Welch at the World Business Forum, October 5 2010 (Photo by dov.com) Charisma – “ a personal magic of leadership arousing special popular loyalty ” (Webster Dictionary) You notice them the minute they enter a room. That aura, that confidence, that vibe.
Harvard Business Review
NOVEMBER 12, 2012
Maybe that is because of more public scrutiny and the operation of social media. And while narcissism and the associated behaviors may indeed help people ascend into leadership roles, as recent experience suggests, narcissistic individuals also contain the seeds of their own (self)-destruction.
N2Growth Blog
OCTOBER 6, 2010
Never confuse power with leadership. It was full of trite cliches and worn out leadership rhetoric. The highlight of the day for me was when Jack Welch took center stage, and center stage he took. The bottom line is that I really like him, I just wished he had more new material to share.
Harvard Business Review
JANUARY 18, 2012
In the 20th century, a select group of leaders — General Motor's Alfred Sloan, HP's David Packard and Bill Hewlett, and GE's Jack Welch — set the standard for the way corporations are run. Palmisano could not have succeeded at placing values at the center of IBM's operations without strong principles of his own.
Harvard Business Review
AUGUST 6, 2014
In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. By mid-2004, however, the operation was mired in conflict over control and differences in management style.
Expert insights. Personalized for you.
325 
Let's personalize your content