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|Section 1: Welcome and Course Introduction|
Welcome to "Leadership in Action." In this lecture, Jack introduces Dr. Danny Szpiro, Dean of the Jack Welch Management Institute and co-instructor of the course, setting the stage for the topics that will help you build your management and leadership skills.
This lecture introduces the topics of Section 1 and explains the importance of establishing a clear mission statement and set of supporting values for your organization that will enable you to win.
Navigating through this course is simple and intuitive. In this lecture, we'll cover the four main course components: (1) Keynote from Jack, (2) Guiding Questions, (3) Core Content and (4) the Playbook. We'll explain how you can use each of these elements to get the most out of your learning experience. You can go back and review this lecture at any time should you ever need help using the tools or resources.
Introduction to Jack Welch's four foundational principles for success in business.
This lecture presents Jack Welch's 4 principles (Mission and Values, Candor, Differentiation, Voice and Dignity) in greater detail and lays the groundwork for a deeper explanation in the upcoming lectures.
Introduction to the Playbook. The Welch Way is all about putting the concepts you're learning into practice immediately. Each section presents a number of practices to help you take what you are learning and put it into action on the job. This first set of Playbook activities will help you get maximum impact from the sections that follow.
|Lecture 7||11 pages|
Section 1 of the Playbook, featuring course navigation tips and suggestions on how to get the most out of the course.
|Section 2: Mission Statements That Work: Your Roadmap to Winning|
This keynote from Jack Welch explains the importance of having a clear and aspirational mission statement. Jack covers the difference between mission and values and discusses what many companies do wrong when they create mission and values statements - and what you can do to avoid that mistake.
A strong mission statement defines how you and your team will win in business. The guiding questions in this lecture provide you with an opportunity to evaluate your own organization's mission statement and the values that support it. It is a great way to get started by thinking through what you are doing right and what you may be able to improve upon.
|The first of a series of "self-assessments" in this course, this lecture invites you to evaluate your starting point in setting your mission and values.|
"What must a mission statement really do, and who is responsible for making sure it does it?" The answer may surprise you.
"How do you intend to win in business?" That's the most fundamental question you can ask yourself. This lecture asks you to take a step back and revisit your mission. Far too many companies have nice posters on the walls filled with impressive and motivational words that really don't end up changing anything or providing the focus needed to unify teams to be successful.
Introduction to the Playbook for Section 2, which includes support tools to help you craft a winning mission statement.
|Lecture 13||18 pages|
|Playbook for Section 2 containing great ideas and practical suggestions about how you can build a powerful mission statement that can unify your team and drive your business forward.|
|Section 3: Motivating Your Team with Mission and Behaviors|
How do you motivate your team and keep them focused?
Jack discusses the pitfalls and mistakes made by many managers and explains what he has learned about the right ways to get your team firing on all cylinders. Learn first-hand what it takes to get your team focused on winning.
What can you do as a leader to create and sustain passion for achieving your mission? Take a look at your own practices and behaviors and ask yourself whether you are doing everything you can to live and breathe the mission every day.
This survey will provide you with an opportunity to reflect on your current approaches to motivating your team and give you a chance to think about what you do well and what you could do to improve.
How do you motivate your team to give it everything they've got? What are they looking for from you as their leader? This lecture addresses the essential issues around how to bring your mission and values to life.
|Instructions on how to use the playbook to get your team excited and focused on achieving the mission.|
|Lecture 19||12 pages|
|The tools in this section of the Playbook focus specifically on how to motivate your team. It contains ideas to get you started including planning guides and quick wins, and also features a number of printable support documents that you can take back to work and immediately put to use.|
|Section 4: Managing Your People for Performance|
Companies win when their managers can make a clear and meaningful distinction between top- and bottom-performing businesses and make the appropriate decisions around allocating resources to those businesses with the greatest potential. In this section we will address several key issues that are essential in building a great team and creating a high performing company. Specifically we discuss the concept of differentiation, which is the practice of treating people differently based on their performance and how they live the values of the company.
How does your management practice differ for different members of your team? Do you have a proven approach that you consistently employ to get the most out of each team member? What do you do when you have team members that just aren't cutting it?
|This short self-assessment will give you a chance to reflect on your current practices for people management and take a look at what is working well for you and what could be better.|
In this section we will address several key issues that are essential in building a great team, specifically:
|Introduction to the Playbook activities for Managing Your People for Performance.|
|Lecture 25||15 pages|
|You've listened to Jack, you've gone through the other lectures, now you need to put it to work. The Playbook will give you the powerful tools and supports you need to apply these teachings back on the job.|
|Section 5: Hiring Great People|
|Hiring great people is critical to building a winning team, but sometimes the process seems like a mix between a root canal and a wild gamble. In fact, hiring well is one of the toughest challenges that managers face. Jack shares his experiences (including his own mistakes) about the hiring process and discusses the one rule that every hiring manager must follow.|
|Do you have a hiring process that works? Is it systematic? How often do you get it right? What should you be doing to improve the odds of success? All of these are key questions to ask (and answer) in your quest to become better at building you winning team.|
|Take a few minutes to complete this brief self-assessment survey on your current and past hiring practices.|
Teams grow and change. People get promoted, change roles and team members move on. As the leader, you must recognize that no team remains static (nor should it). This lecture explores the challenges of building your winning team and offers invaluable lessons on what you must do to make sure you have the best possible players.
Hiring and firing are part of every manager's responsibilities. Doing it right is tough. This introduction to the Playbook will give you the tools you need to build your winning team.
|Lecture 31||15 pages|
Packed with great ideas and tips for getting some quick wins, the Playbook for this section will provide some invaluable resources to help you put Jack's teachings into practice.
|Section 6: Getting Every Brain in the Game|
|You can't build a winning organization alone; it takes a team. Your job as the leader of that team is to ensure that everyone feels that they have the right to speak their mind and have their thoughts and opinions heard. In this lecture Jack discusses how to ensure that you've got every brain in the game and that each member of the team is contributing great ideas to make things better every day.|
|What are you doing right now to ensure that your team has voice and dignity? Are they comfortable sharing ideas and challenging assumptions?|
|Take this assessment to see where you and your organization stand in your practices for getting employees engaged in the creative process.|
Good ideas can come from anywhere. The companies that win are those who encourage open and free dialog among the team. Organizations where employees feel intimated when they share views that may be counter to the status quo are setting themselves up for their own downfall. This lecture explores the importance of giving every employee voice and treating everyone with dignity. These are fundamental human values which, when ignored, have the potential to create an environment of hostility and inefficiency.
|Introduction to the Playbook activities for this section.|
|Lecture 37||20 pages|
|Filled with lots of great ideas and tools, the downloadable Playbook will provide a bridge between the content of the course and what you need to do back at work to get every brain in the game.|
|Section 7: 5 Qualities of Great Leaders|
What makes a leader "great"? Jack discusses the 5 attributes that great leaders have and that managers should be looking for in everyone they bring into the team.
|Introduction to the guiding questions and self-assessment lectures of this section.|
Brief survey to allow you to reflect on your own traits as a leader as well of those of members of your team.
What are you bringing to the game? Do you have the energy to make things happen? Do you have the kind of passion that inspires your team? How you lead will be directly reflected in how they perform. This powerful lecture takes a close look at Jack's "4E's and a P" framework.
|Introduction to the Playbook.|
|Lecture 43||17 pages|
This section of the Playbook contains more actionable tools and ideas to take back to work. Download the Playbook to review summary notes, planning tools and game pages to bring the course to life.
|Section 8: Candor: Getting to What Matters|
This clip is classic Jack. He tells it like it is and expects you to do the same. There is no place in business for not being frank and honest. Anything less than that will slow things down. Candor is what cuts through the clutter and gives visibility into what is really going on - something that is critical for your team to win.
|Do you speak with candor? Do you tell it like it is? Do you share information freely that can speed up the process? Danny presents some critical questions that call for honest answers.|
|Another short self-assessment to get you thinking about your own practices, attitudes and behaviors. Take a couple minutes to complete this before moving on.|
We all claim that we want others to be straight-up with us, to tell it like it is without sugar coating anything or hiding the facts. But do you do the same? Do you avoid delivering bad news? Do you say "nice things" so that nobody's feelings get hurt? This lecture addresses the misconceptions that many of us carry around about what candor is and is not, and why it is absolutely critical for the success of your business.
|Get ready for another powerful section of the Playbook. There are lots of great tips to help you get started implementing what you have learned.|
|Lecture 49||12 pages|
In this 8th section of the Playbook, you will find more review notes and practical tools to start developing a culture of candor in your organization. Download it, print it out and put it to work.
|Section 9: Going with Your Gut: How to Make Tough Calls|
It goes without saying that you don't get to be a leader without having the guts to make tough calls. Jack has had to make thousands of tough calls throughout his career, and in many cases these calls had to be made without having perfect information. But the world isn't perfect and the decisions still have to be made. Listen to Jack's guidance on what leaders must do to make the tough decisions when they need to be made.
|Do you have the courage to act? Do you have the confidence to evaluate the evidence in front of you and make the best decision you can even when you know that there are uncertainties around every corner? That's what great leaders have to be able to do.|
Review your own decision-making processes. Take the survey to focus on how you and your team deal with ambiguity and tough calls. The results may be surprising.
|Leaders need to make decisions - tough decisions. Most of the time these choices can't be made by anyone else or by a committee. Great leaders understand that and they know that with the privilege of leadership comes the responsibility of making decisions that impact the lives and welfare of others. As a leader, you have to learn how to trust your gut and how to recognize patterns that predict outcomes. The longer you are in a leadership role, the better you'll get at this, but even new leaders can learn how to recognize and react to patterns when they see them. This section covers Jack's important lessons in going with your gut.|
|Wrap up to the lesson and introduction to the Playbook.|
|Lecture 55||11 pages|
Content review, tips for some quick wins and support tools to put these lessons into practice are all part of the Playbook for this section.
|Section 10: Building a Learning Organization|
|You've got to come to work every day thinking about how you can make things better. If not, you'll just end up doing the same things over and over again...and while you're doing this, your competition will be busy building better products, improving their efficiency and taking your customers from you. Winning organizations are learning organizations. Jack discusses what companies have to do to keep themselves viable and competitive because the way things were done yesterday is not the way that they will have to be done tomorrow.|
|Do you constantly look for ways to improve? Do you ask what could be done better? Danny sets up several key questions that leaders must be able to answer to build a learning organization and create winning teams.|
|This short self-assessment will get you thinking about your practices and how well you are supporting your company becoming a learning organization. Take a few minutes to complete this and go back and review your answers after your complete the section.|
|It's not always about having all the answers. In fact, great leaders NEVER think they have all the answers. Great leaders ask great questions and know that it's their job to challenge assumptions and always push for more. They have to motivate their teams to push and probe and be skeptical about the "usual" ways of doing things. Great leaders are always inspired by finding a better way and encouraging their teams to do the same. This lecture will get your creative juices flowing.|
|Introduction to the Playbook and preview of the great tools to help you build a learning organization.|
|Lecture 61||12 pages|
|If an company truly is it's people, then those people need to think and grow and learn. Take a look at the great ideas here for turning your company into a learning organization.|
|Section 11: Rewarding Risk|
|There are a lot of misconceptions about risk. Some companies thrive on it, others avoid it almost completely. Jack discusses risk and explains not only when it should and shouldn't be taken, but also what companies need to reward it if it is a behavior they are encouraging and which aligns to their mission and values|
|When should you take risks? What kind of risks? How do you guide your teams on the right kinds of risk to take and under what circumstances.|
|Are you risk tolerate or risk averse? Does you company encourage smart risk taking? Should it? Take a few minutes and review your risk practices.|
|You need to take risks to win, but you can also lose your shirt taking the wrong kinds of risks. How do winning companies approach risk taking, and what should companies that claim to value (smart) risk taking do when their teams try and fail? The answer may surprise you. Jack teaches a radical approach to rewarding risk that has paid huge dividends in building strong teams. You'd hear directly from him on some ways to foster a culture of appropriate risk taking.|
|Good risk. bad risks - sometimes it's hard to tell which is which ahead of time. But what you can manage is how the company treats those who are willing to take the risks and what you can do to improve your approach to risk taking.|
|Lecture 67||13 pages|
|More tips and tools in this section's Playbook will give you a whole new way to look at risk taking and how to reward it.|
|Section 12: Celebrating Success|
When teams win, they celebrate. But does your company have a culture of celebration? Why don't companies celebrate more? Listen to Jack discuss the ways he fostered a culture that cherished victory and supported the people who made it possible. You'll also hear him discuss some of the classic mistakes that managers make when they try to celebrate.
Do you celebrate enough? Most team leaders would say no.
|Ask yourself a few simple questions to test your celebration levels and those of your company. Do you celebrate enough?|
Should work be fun? Should celebration be part of your culture? Of course. Work is too important to not be a place of celebration. This lecture discusses the common mistakes that many managers make when it comes to celebration and how you can avoid making those same mistakes with your team.
|Get ready for a fun playbook filled with great celebration ideas.|
|Lecture 73||10 pages|
Lots of great ideas here for team-building and celebrating victory. Take a look at some of ours to get started and then come up with more of your own.
|Section 13: You’re a Leader, Now What?|
Congratulations on completing the course! This lecture contains the course wrap-up and some closing thoughts about next steps. We hope you have enjoyed Welch Way and that it has been helpful to you in developing your leadership skills. Now, it's time to put what you've learned to work.
|Lecture 75||9 pages|
This is your final Playbook. Print it out and add it to the others. Review it frequently and start putting the teachings into action in your role today.
Jack Welch is one of the world's most respected and celebrated CEOs, known for his unmatched track record of success, enormous love of people, fierce passion for winning, and unbridled desire to change the world for the better using his unique management practices, which are collectively called the Welch Way.</p>
In his 21 years as CEO, Jack transformed GE into the world's most admired and successful company with his innovative management techniques. Revenues grew five-fold from $25 billion to $130 billion, income grew ten-fold, from $1.5 billion to $15 billion, and the company's market capitalization had a 30-fold increase of more than $400 billion. His achievements are considered epic, and as a result, thousands of companies around the world have adopted the Welch Way.
After retiring from GE in 2001, Jack Welch has only become more active in business. He has written two best-selling business books, Jack: Straight from the Gut and Winning. He actively participates in managing numerous companies as part of a private equity group, and for four years wrote an immensely popular weekly column for BusinessWeek magazine. He is a fixture on TV as a popular business commentator.
Jack Welch has always been defined by his zealous love of teaching and commitment to building leaders. At GE, he created the world's best corporate training center and regularly taught there himself. More recently, he taught a popular course as a visiting professor at MIT's Sloan School of Management, and he regularly teaches seminars to CEOs and senior executives around the world.
Jack Welch is deeply engaged in every aspect of Welch Way Management Training and the Jack Welch Management Institute.
Andréa Backman serves as the Senior Associate Dean at the Jack Welch Management Institute. She has a PhD from the University of Virginia, an MA from DePaul University and a BA from the Pennsylvania State University. She has spent her academic career leading initiatives related to online learning, adult learning, and innovation in higher education.
Andréa most recently served as a faculty member and leader in online education at the University of Virginia. In her role, she was responsible to grow new student populations, ensure academic rigor and quality, lead business development relationships, establish faculty performance goals, and lead instructors in adopting innovative approaches to teaching with technology.
Prior to her role at U.Va., Andréa served as Chief Academic Officer at Rasmussen College, a college with 15,000 students and 22 campuses. In this position, she was responsible for all academic matters including faculty hiring, development and evaluation, curriculum design, review and assessment, online program development, and student services.
Before joining Rasmussen, Dr. Backman served as the Senior Vice Provost for Faculty Affairs at Strayer University. In this role, she was responsible for the hiring, training and evaluation for over 3,000 full-time and part-time faculty employees. During her tenure at Strayer University, Andréa established the University’s virtual Center for Teaching and Learning, developed programs to review and enhance the quality of instruction, implemented credential guidelines to ensure compliance with regional and state accreditation, and established optimized process and systems related to faculty information and faculty success.
Prior to Strayer, Andréa served as the Director of New Program Development and Academic Approvals at the University of Virginia. In this role, she oversaw the approval of courses and programs to ensure rigor and compliance with accreditation standards. She also engaged faculty in the development, implementation and assessment of academic programs and helped to build a diverse portfolio of academic offerings. While at UVA she worked closely with instructional design staff to build and strengthen online learning programs.
Prior to her tenure at the University of Virginia, she served as the Associate Director of the Center for Distance Education at DePaul University in Chicago. In this role, Dr. Backman provided strategic leadership for the University’s first online degree program and helped to establish DePaul’s Center for Distance Education.</p>
Throughout his career, Danny has applied Welch Way principles as an award-winning teacher and world-renowned expert on financial management, including the areas of management accounting, capital budgeting, post-investment review, and the Balanced Scorecard. He has published on the topic of integrating capital budgeting and corporate strategy, and his teaching material on the use of the case method has been adopted by universities around the world. As Dean of Executive Education, Danny is involved with the design and delivery of JWMI's growing management training and executive development offerings.
Danny was formerly dean of JWMI. Leading up to that role, he was a faculty member and associate dean for Executive Education at the S.C. Johnson Graduate School of Management at Cornell University. He joined Johnson in 2004 as the founding director of The Cornell-Queen’s Executive MBA Program. From 1999 to 2004 he was an associate professor with Queen’s School of Business at Queen’s University in Kingston, Canada, and, for most of that period, the Director of Queen’s National Executive MBA program. Prior to joining Queen’s, he was a faculty member with the John Molson School of Business at Concordia University. Before pursuing an academic career, he spent many years in various international activities in the consumer electronics industry.international activities in the consumer electronics industry.
Danny has led sessions and courses with executives in many development and graduate degree programs, including Executive MBA, Executive CMA and Aviation MBA specializations, in North America and overseas. He earned a BSc from the University of Waterloo, an MBA from Queen’s University, an MSc (International Accounting & Finance) from the London School of Economics, and a PhD from the Richard Ivey School of Business at the University of Western Ontario. In his research and consulting, he has worked with organizations on the use of post-investment reviews and strategic controls in capital investment systems.</p>
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