Am höchsten bewertete positive Rezension
Eine Person fand diese Informationen hilfreich
How simple messages can make a great CEO
am 23. Juni 2000
Slater's book can be compared to other books written about famous and successful leaders. Its goal is to take lessons from the behavior of an individual leading a large firm during a successful period. What makes it different from many other books is that Jack Welch was still in power when it was written and the author had the privilege to meet him on a regular basis and to interview most of the senior management of GE.
Slater has selected a few management principles frequently mentioned by Welsh and demonstrates how they are applied on an every day basis inside GE worldwide. The outcome is rather convincing. Welch relies on a few basic principles that he is consistently teaching to his employees and applying when he has something to decide on. Welch's leadership philosophy can be summarized by: "Select a few extremely simple and strong messages, repeat them all the time and justify all important decisions by them in order to convince everybody that you are right and consistent." As much as the value and the quality of the principles, in turns out that Welch's success is also built on an heavy communication exercise. The real quality and originality of some messages might be questionable but for sure Welsh's persistence in repeating them is rather unique. Given the diversity of the core businesses of GE worldwide, Welch sometimes appears more to act as a management consultant than a CEO involved in day to day business.
All in all, this book is well documented and provides a good presentation of successful leadership principles. On the negative side, one can wonder if the obvious success of GE is only due to the strength and simplicity of Welch's messages. One would also have expected a little more distance from the author and a more critical point of view. Slater obviously admires Welch and the book sometimes sounds like a commercial for GE and his boss. Welch often says "Face reality" and by interviewing more employees at a lower management level, the author might have been able to draw a more objective picture.