Leadership Marketing Project Welch 
Great Leadership By Dan
SEPTEMBER 23, 2013
Hollywood has the Oscars, Television the Emmys, publishing has the Pulitzer prizes, and leadership development has its own annual awards. There’s Chief Executive’s 2012 40 Best Companies for Leaders , Fortune’s 25 Top Companies for Leaders , and the just published Hay Group Best Companies for Leadership Study and Top 20.
Coaching Tip
APRIL 27, 2012
Bob Lutz former Vice Chairman of General Motors, president of Chrysler, as well as an executive at both Ford and BMW, conceived the Chevy Volt as his last automotive project. In the April 30, 2012 issue of FORTUNE , Jack and Suzy Welch wrote about "one of the most immutable rules of business. What nonsense.".
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Kevin Eikenberry
NOVEMBER 5, 2010
Consulting Speaking Training Products KevinEikenberry.com About Blog Home Blogs I Like Leadership Learning Subscribe Leadership Lessons from Sparky Anderson by Kevin Eikenberry on November 5, 2010 in Influence , Leadership , Learning I grew up like many men my age, a big baseball fan. Sparky died yesterday at age 76.
Sales Wolf Blog
OCTOBER 11, 2010
Rob Tucker, Reading About Leading : How to Encourage Others to Take Ownership - Sadly, over the past decade, the idea of employee ownership has become yet another detestable buzzword espoused by disconnected senior leadership and plastered on internal marketing collateral. Enjoy! Enjoy!
Strategy Driven
DECEMBER 2, 2010
Special Edition 53 – An Interview with Randy Dobbs, author of Transformational Leadership examines what it takes to achieve real and meaningful organizational change in a way that improves overall performance and ultimately enhances the bottom line. Randy’s book, Transformational Leadership , can be purchased by clicking here.
Harvard Business Review
DECEMBER 16, 2016
Leadership is changing — fast. Successful CEOs push managers to go uncomfortably beyond faithful retransmission: they want their leadership coming up with proverbs and parables to better preach the new gospel. Welch, says Lane, ruthlessly and relentlessly reviewed ever senior level presentation his top team made there.
Harvard Business Review
NOVEMBER 24, 2015
pursuing adjacent markets, making acquisitions) and significant contractions (e.g. Each strategic shift, of course, was carefully explained and justified by changing market conditions or opportunities; but the net result within the company was a performance-sapping sense of cynicism.
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