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Winning

How to successfully run a company, manage people and build a career

Von Jack Welch with Suzy Welch
19 Minuten
Audio-Version verfügbar
Winning von Jack Welch with Suzy Welch

Winning (2005) is a collection of no-nonsense advice and original thinking on successfully running a company, managing people and building a career. It answers the toughest questions people face both in and outside their professional lives.

  • CEOs, managers, team leaders, anyone in a leadership position
  • Anyone tired of fluffy, complicated management theories
  • Anyone in need of solid career advice, whether just starting out or switching jobs

The name Jack Welch is synonymous with gold-standard leadership and successful corporate management. He spent forty years at General Electric (GE) and acted as CEO for the last twenty, garnering so much success he has become a living legend in the business world.

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Winning

Von Jack Welch with Suzy Welch
  • Lesedauer: 19 Minuten
  • Verfügbar in Text & Audio
  • 12 Kernaussagen
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Winning von Jack Welch with Suzy Welch
Worum geht's

Winning (2005) is a collection of no-nonsense advice and original thinking on successfully running a company, managing people and building a career. It answers the toughest questions people face both in and outside their professional lives.

Kernaussage 1 von 12

Evaluate and differentiate your people with the 20-70-10 method, and make managing them a priority.

Managers often relegate the task of people management – that is, keeping your staff motivated and helping them to develop and work together – to the sidelines while they focus on strategy, products, sourcing, and pretty much everything else. But good people management is one of the best ways a manager can help their company.

Hence, make it a priority. Start by elevating the status of human resources (HR) management. The head of HR should have at least as important a role in the company as the chief financial officer. Populate the HR department with individuals you think can help your employees to advance their careers and develop as leaders.

The most important part of people management is having a simple, fair and rigorously enforced employee evaluation system in place. This system tells you who your top performers are and helps you to reward them accordingly.

Use the 20-70-10 mix to differentiate among your employees. The top 20 percent – the stars – deserve praise, recognition and training, and of course monetary rewards too (the backbone of any effective incentive).

The bottom 10 percent simply must go – there is no sugar-coating this. Comfort yourself with the fact that these employees often find more suitable companies and roles later on.

The tricky part is managing the mid-performing 70 percent. They comprise the majority of your staff; hence, you must keep them motivated and engaged. Your emphasis should be on setting bold goals for them and trying to coach and lift them into the top 20 percent.

Evaluate and differentiate your people with the 20-70-10 method, and make managing them a priority.

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