This international bestselling hardcover on Welch 4E Leadership is a bran-new book and nicely wrappef with protective book-wrapper. The original new book is sold at usual price RM 133.98. Now hardcover here Only at RM33. Proven leadership lessons from the author of the international bestseller The Welch Way Techniques Jack Welch used to create great leaders and drive unprecedented financial performance The 4e's of leadership is the leadership model that helped make Jack Welch the greatest CEO of his day, and GE the most valuable corporation in the world. In his 20+ years at the helm of General Electric, Welch transformed a mature manufacturing company into an ageless, services juggernaut. He increased the value of the company more than thirty times over, and under his leadership, GE turned out more Fortune 500 CEO's than any other company in history. Jack Welch and GE used the celebrated 4e model to measure leadership potential and enhance profitability at every level of the organization. Jack Welch and the 4 E's of Leadership delivers a thought-provoking and in-depth analysis of this signature model. Pragmatic and handson, it explains how the model helped Welch to consistently spot 4e leaders--individuals with energy, the ability to inspire others, and the talent to consistently make the difficult decisions and meet financial goals. He said 'the smartest people in the world hire the smartest people in the world,' but looked for much more than smarts. The 4e's helped him to find and develop leaders that would live up to GE's high-octane, performance-based culture. Those that scored high in all four 'e' categories (e.g. the 4e Leader) were the ones that would help him fulfill his goal of building the world's most competitive organization. Jack Welch and the 4 E's of Leadership reveals how the 4e model helped GE's best and brightest eliminate bureaucracy, hire and promote energetic people, find new ways to increase the organization's customer-centricity, and more. Beyond the nuts and bolts of the 4e model, however, it outlines a step-by-step blueprint anyone can follow to stock an organization with performance-ready leaders and leaders-in-training. Examples include: ● How to recognize and encourage each of the 4e's--Energy, Energizers, Edge, and Execute ● Leadership theories of Drucker, Senge, and others, and how they support and validate Welch's 4e model ● Seven rules for successfully driving change, and leveraging it to gain long-term competitive advantage ● Leadership lessons of the 4e all-star executive team ● Valuable implementation insights on virtually every page, along with a "4e leader to-do" list "The 4E's: Energy". Welch says individuals with energy love to 'go, go, go'. Everyone knows these types, the ones with boundless energy, who get up every day ready to attack the job at hand.High-energy people move at 95-miles-per-hour in a 55-mile-an-hour world. Energisers know how to spark others to perform. They outline a vision and get people to carry it out. Energizers know how to get people excited about a cause or crusade. They are selfless in giving others the credit when things go right, but quick to accept responsibility when things go awry. Edge - Those with edge are competitive types. They know how to make the really difficult decisions, never allowing the degree of difficulty to stand in their way. These are leaders who know how to make what Peter Drucker calls 'the life and death' decisions: hiring, firing and promoting. Execute - This is one of the real keys to the entire 4e Model. The first three 'e's' are essential, but without measurable results, the other 'e's' are of little use to an organization. People who execute know that activity and productivity are not the same thing. The best leaders know how to execute. They know how to convert energy and edge into action and results. Jack Welch is universally recognized as the greatest CEO of his era. In Jack Welch and the 4 E's of Leadership, bestselling author Jeffrey A. Krames examines Welch's seminal 4e leadership model and provides a penetrating and uncompromising look at how to recognize and develop authentic leaders. The 4’Es are: 1) Energy 2) Energise 3) Edge 4) Execute. ① Energy： People with energy go 75-miles-per-hour in a 55-mile-per-hour world. People rich in this “E” jump out of bed in the morning ready to take on all challengers. They don’t need caffeine to operate at peak performance. Take the standard speech for example. In a recent blog post, Welch dismissed the culture of delivering soporific speeches. So if not “pensive and logical”, what for Welch is the secret of a good address? The passionate speechmaker, he says, is one who is not afraid to “unleash his or her inner fire in front of an audience”.For Welch, it is the leaders who exude energy, whether standing at a lectern or addressing staff in the office, that succeed in instilling this most elusive quality in their people. ②Energise： Energisers articulate a vision and then empower those on the front-lines to turn that vision into reality. They spark creativity in others and inspire them to perform. Indeed, it is by only truly understanding staff that “they can excite them about, and give purpose to the work”. But, they also are willing and brave enough to stick their necks out for those who work for them. They do this by taking the blame when things go wrong, and retreating to the side-lines to give others credit when things go well ③ Edge: People with Edge know how to make tough decisions. They know when to say yes and when to say no. They avoid the ‘maybes’. And these decisive decision-makers are more valued by the corporate world than ever before, due to the turbulent environments that today’s business’s operate in. But, these ground-breaking and game-changing decisions are not made on a whim or a hunch. Nor are they the result of a leader’s ‘inner-Zen.’ Conversely, in this digital age, today’s leaders have to spend more time than their predecessors trawling through reams of data before they can make informed decisions. This is what gives them an advantage over their rivals. Typically, these men and women are able to: 1) Make timely decisions (even the tough decisions) 2) Tackle problems directly 3) Alter their daily plan, when required 4) Successfully deal with and effect change where necessary 5) Spot new innovations, new markets and opportunities 6) Eliminate waste and tactfully move on staff who are not performing 7) Take calculated risks 8) Encourage others to take risks, and reward them when they do so 9) Be sincere and truthful with staff members 10) Take responsibility when things go wrong. Curiously, Welch only developed three “E’s” (Energy, Energise and Edge) to begin with, but on closer reflection, he discovered that some managers at GE who were demonstrating these attributes in abundance were still unable to make their targets. That’s when Welch added the fourth “E”. So what does the fourth ‘E’ entail? ④ Execute : People who typify Welch’s ‘Execute’ tenet have the skillset and ability to get things done. For Welch, someone able to deliver results is the greatest resource a company possesses. Welch believes that not only should every leader strive to be the best that they can be, but they should instil this ambition in the people that they manage. Welch illustrates this point by using a simple baseball analogy. For him, the best example a leader can set his staff is to have the ability to hit those homeruns, even if, most of the time, they are letting their staff drive the proverbial white-stitched ball into the stands. In this respect, Welch lists the following five qualities that every leader should possess: 1) Leaders must be able to recognise and navigate the competitive landscape that their company operates in. Therefore, who are your rivals? What do they produce? What markets do they serve? And who are their customers? 2) Secondly, those in charge need to have an in-depth knowledge of what their competitors have achieved in the last three years. But not just this, they need to be able to cascade the information down to their staff, if they are to build resilience into their operations. 3) Thirdly, leaders need to ask themselves what their enterprise has achieved over the last three years. Is the company constantly innovating and producing next generation goods that delight their customers. 4) Next, and one of the crucial points that leaders need to consider, is how might rival companies steal away business from your organisation in the future? What contingency plans do you have in place? How will you execute them? And have you communicated plans down to those working on the front-lines? 5) Finally, as a leader, what cutting-edge plans have you formulated to beat them? Are they credible and cost-effective?
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