The former CEO of General Electric, one of the most influential CEO's, shares the ideas and values of leadership he learned through times of crises. Jeff Immelt has always been one of my leadership role models. He leads with head and heart. This book shows how leadership is a full contact sport and Jeff leaves everything on the field. - John Donahoe, CEO, Nike Read this book. You'll be a better leader for it. - David Rogier, Founder and CEO, MasterClass __________ In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy-GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE-one of America's biggest and most-heralded corporations-for direction. No pressure. Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima's nuclear reactors, which were designed by GE. But Immelt's biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE's focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled. In Hot Seat, Immelt offers a rigorous, candid interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won't protect any CEO from second-guessing, but Immelt explains how he's pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat is an urgently needed, and unusually raw, source of authoritative guidance for decisive leadership in uncertain times. __________ A memoir of successful leadership in times of crisis: the former CEO of General Electric, named one of the "World's Best CEOs" three times by Barron's, shares the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the economic devastation of the 2008-09 financial crisis, and into an increasingly globalized world.
A fascinating and candid memoir about successful leadership from the former CEO of General Electric, named one of the “World’s Best CEOs” three times by Barron’s, and the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the devastating 2008–09 financial crisis, and into an increasingly globalized world. In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy—GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE—one of America’s biggest and most-heralded corporations—for direction. No pressure. Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008–09 Global Financial Crisis to the 2011 meltdown of Fukushima’s nuclear reactors, which were designed by GE. But Immelt’s biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE’s focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled. In Hot Seat, Immelt offers a rigorous and raw interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won’t protect any CEO from second-guessing, but Immelt explains how he’s pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat “takes you into the office, head, and heart of the man who became CEO of GE on the eve of 9/11, and then led the iconic behemoth for sixteen fascinating, and often turbulent, years. A handbook on leadership—and life” (Stanley A. McChrystal, General, US Army [Retired], CEO and Founder, McChrystal Group).
A vivid history of the economics of greed told through the stories of those major figures primarily responsible. Age of Greed shows how the single-minded and selfish pursuit of immense personal wealth has been on the rise in the United States over the last forty years. Economic journalist Jeff Madrick tells this story through incisive profiles of the individuals responsible for this dramatic shift in our country’s fortunes, from the architects of the free-market economic philosophy (such as Milton Friedman and Alan Greenspan) to the politicians and businessmen (including Nixon, Reagan, Boesky, and Soros) who put it into practice. Their stories detail how a movement initially conceived as a moral battle for freedom instead brought about some of our nation's most pressing economic problems, including the intense economic inequity and instability America suffers from today. This is an indispensible guide to understanding the 1 percent.
øIt would be unusual for a framework as powerful and predictive as the Competing Values Framework to remain unchallenged and absent of criticism. In addition to updating the examples and references, this second edition provides a new chapter motivated
One man’s search for truth on a personal journey of invention and faith! Today, magnetic resonance imaging machines (MRIs) and similar technologies are saving lives in hospitals and clinics throughout the world. In 1969, this kind of technique was just an idea in the visionary mind of Dr. Raymond Damadian. As a young boy, he watched his grandmother die painfully from breast cancer. Dr. Damadian would eventually decide on a career in medical research and pioneer this field of amazing research. Although in 1971 his concept of detecting tumors through magnetic resonance imaging was widely met with skepticism, he became the first researcher to do a full-body scan of a human being in 1977 in order to see if there was cancer present. His life has been an incredible journey of discovery helping you learn: How his concept for cancer detection was inspired and developed Why faith became an integral part of his work Why he is a strong supporter of the creativity and freedom found in patents. From resourcefully creating his discoveries on a shoestring budget to a battle with the business behemoth known as G.E., learn how the exciting development of this technology led him to a self examination of his life and faith. What driving force is at the heart of what can arguably be called one of the greatest minds in the past 50 years and how does faith play a crucial role in his work?
This third edition of Competing Values Leadership serves as the key source for understanding and using the Competing Values Framework, one of the most widely used and highly cited frameworks in the world for understanding human behavior, leadership, and organizations. The authors of the framework, who have been at the foundation of developing, applying, and studying this framework for more than four decades, explain how it helps foster successful leadership, innovation, culture change, financial performance, organizational effectiveness, and value creation.
Recognize, develop, and embody great leadership Seven Disciplines of A Leader is a comprehensive manual for building better leaders. Author and executive coach Jeff Wolf is a respected authority on leadership, and his strategies and inspiration have fostered dramatic growth in some of the nation's top companies. In this book, he shares the secrets of great leadership to help readers align professional development and exemplify these traits themselves. Each of the Disciplines is valuable on its own, but together they add up to more than a sum of their parts, and work synergistically to propel leaders to higher and higher effectiveness and companies to better and better business. From initiative, to planning, to community service, readers will gain deep insight into what separates the good from the great, and how organizations can nurture these qualities in their employees with leadership potential. A good leader gets results, but a great leader inspires every single member of the team to reach their utmost potential every single time. A great leader makes everyone shine, and provides the vision, the tools, and the support people need to do their very best work. This book describes how it's done, and how greatness can be learned. Discover the traits that make leaders great Align leadership development training to maximize potential Foster the right attitudes and behaviors for better outcomes Build a culture of sustainable success that permeates the organization Individual achievement is great, but fostering a culture of achievement sends business into the future on an upward trajectory. It's more than just a single inspired employee; it's about recognizing the signs of potential leadership and nurturing them to fruition throughout the organization. Seven Disciplines of A Leader is the field guide to great leadership.
Hula girls, palm trees and Tiki gods beckoned Ohioans of the 1950s and '60s as tropical hot spots sprang up in suburban neighborhoods and concrete jungles alike. The Kon Tiki restaurants of Cleveland and Cincinnati slung rum cocktails to patrons eager for escape to a South Seas paradise. Visitors to the famed Kahiki Supper Club of Columbus, the Tropics in Dayton and Toledo's Aku-Aku could spot celebrities swaying to the exotic sounds of steel guitars and native percussion. Venturing a step beyond restaurants and bars, others decked out theaters, bowling alleys and even a McDonald's in sultry island décor. Join author and Tiki veteran Jeff Chenault on an excursion into a bygone era when the South Pacific came to Ohio.
Learn what it takes to build a great business with this digital collection curated by Harvard Business Review; it contains everything you need to know about entrepreneurship, from leadership traits and a willingness to fail to financial intelligence and tips for building a business case. Includes Financial Intelligence for Entrepreneurs; Fail Better; Heart, Smarts Guts, and Luck; Entrepreneur’s Toolkit; HBR on Entrepreneurship; HBR Guide to Building Your Business Case; HBR Guide to Negotiating; How I Did It; and the Harvard Business Review articles “Five Stages of Small Business Growth,” and “Why Entrepreneurs Don’t Scale.”
This book explores the nature and meaning of doing business and finds it calls for much more than most think. Seattle Pacific School of Business Dean Jeff Van Duzer presents a robust Christian approach that integrates biblical studies with the disciplines of business and displays a vision of business that contributes to the very purposes of God.
This book addresses many new topical areas for the development of 6 Sigma performance. The text is structured to demonstrate how 6 Sigma methods can be used as a very powerful tool within System Engineering and integration evaluations to help enable the process of Critical Parameter Management. The case studies and examples used throughout the book come from recent successful applications of the material developed in the text.
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