Take a closer look at # 1 Manager running Google in America.

Jack Welch took a helicopter from new york City to the General Electric Training Center on the Hudson River. He jumped out of the pit-and a bright, multi-level lecture hall-took off his blue suit jacket and decorated one of its rotating seats.

This is a face-to-face meeting with Jack. Rather than becoming the most valuable chairman and CEO of General Electric Company in the world, I participated in the development process for three weeks as a professor, coach and teacher of Welch 7 1.

This dull Welch's laser blue eyes scanned the auditorium. He seldom shows up, professor. He squatted down, muscular, 5' 8 ",with ribs, pale complexion and Boston accent. The 62-year-old bald man looks and sounds more like the bus wheel of Bijiashan behind him. He didn't provide monologues for polite groups. For nearly four hours, he listened, he lectured, he cheated and he asked questions. The manager also pushed back. They complain that despite GE's long-term rhetoric management, they are under too much pressure to produce short-term results. They said that all Welch talked about sharing best practices and borderless behaviors, and they missed many opportunities to learn and sell services to GE's huge network. Some people are worried about the company's huge Six Sigma project, and the biggest quality initiative is to install it in American business society, so that bureaucrats can creep back to General Electric.

Welch paced the floor with a bottle of water in his hand and answered every question enthusiastically.

"If you don't eat short-term food for a long time, you won't grow up," he said. "Anyone can short. Anyone can manage the director. Management is to balance the two. "

I think someone is smoking a pot here, he said, complaining about the lack of coordination between units. "We had a big sharing meeting."

As for focusing on six horses, Welch retorted, "As long as we get the results, I don't care if we get a small bureaucrat. If you are upset, shout at it. Kick it. It screams. Break it! "

Welch appeared more than 250 times in this classroom. In the past 65,438+05,000 managers and managers, something unusual happened. The legendary chairman of General Electric Company, a free and open tough guy, turned into a human being at all costs. Slight stuttering and obstacles have plagued him since childhood, making him extremely fragile. The students all saw Jack: a management strategy thinker, theorist, business and company idol. Despite his working-class background, he succeeded. No one leaves the room unchanged.

If leadership is an art, Welch has proved himself to be a master painter. Few company leaders are more personified than him. That's rarely the case, leader. 17 years, big companies and their leaders are like dominoes in the ruthless global economy. Welch led General Electric Company to create one revenue and profit record after another.

"The two biggest companies are Century Alfred General Motors (GM) and Jack Welchigo," said Noel M. Teach, a long-time observer of GE and a professor of management at the University of Michigan. "Welch will become bigger because he has created a new and modern model company, which is a new company in 2 1 century."

This model has achieved amazing growth, and its market value has increased by1.200 million US dollars, from 1.98 1 to about 28 billion US dollars today. No one, no William from Microsoft. Gates III or Andrew Grove of Intel, not Walter Disney's Michael eisner and Berkshire Hasawi's beaker. 1) Warren Buffett, even the late Robert Guo Sida, the head of Coca-Cola or sam walton, the founder of Wal-Mart, created more shareholder value than Jack Welch. As a result, some Wall Street analysts are dizzy with the prospect of GE. They believe that at the end of 2000, Welch's shares of GE could be traded between 150 and $200. From the current $82, the company may be worth $490 million to $650 million. "This guy's legacy will always create more value for shareholders on this planet than ever before," said Nicholas Hyman, a former auditor of General Electric who followed Prudent Securities.

Of course, Google's success is not as lonely as Welch. The company has the most headhunters, and they think that there is the most talent management in the world. Gary Winter led GE Capital to extraordinary heights because it contributed nearly 40% of the company's total revenue. Robert Wright made an amazing turnaround in NBC, achieving double-digit income growth 1997 for the fifth consecutive year, and occupying the first place in prime-time viewing. Welch doesn't have a magic job either. He works everywhere in General Electric Company. For example, the operating income of large-scale equipment operations fell by 39% to $458 million last year, mainly due to restructuring expenses. Nevertheless, Welch's leadership and management are almost unprecedented prosperity.

People have said a lot about how Welch transformed the American industrial giant with a long history into a competitive engine of global economic growth, and he also keenly suggested that former established manufacturers enter the service industry. Welch reshaped the company through more than 600 acquisitions and pushed it to overseas emerging markets.

However, I don't quite understand that Jack Welch can have such great influence and power in the most extensive and complicated organization business in the United States. Many managers try to lead and motivate their employees every day. Many CEOs struggle for some achievements from a small part of the company's size. How did Welch, who has a business empire with assets as high as $3.04 billion, sales as high as $8.93 billion and 276,000 employees in more than 0/00 countries around the world, do it?

Whether he won the business game and keen attention to details through pure personality strength and unscrupulous passion, many chiefs will simply ignore it. He insists on guiding the company every year because he encourages meetings that are almost cruel and frank. He is because, first of all, he is a fierce believer in his own strength.

Welch's deep understanding generally comes from knowing that there is nothing else in the company like those who work for it. First of all, he met thousands of' students' in the classroom of Croton Hudson River Campus, and everyone just called it General Electric Company. That's when he spends his time: more than half of his time is spent on this problem. But most importantly, he created something unique to a big company: informality.

Welch likes to call GE's grocery store. Metaphor, but strangely enough, such a monster made Welch mentally roll up his sleeves and sneak into the apron and behind the counter. There, he can learn about the services provided by every employee and every customer. Welch said: "What is important in the grocery store is equally important in the engine or medical system." "If customers are not satisfied, if things get old, if the shelves are not correct, if they are not correct, it is all the same thing. You are like the management of a small organization. Don't limit yourself to zero. "

Don't hang up the formalities, or. If the hierarchy inherited by Welch and its nine-tier management system have not been completely destroyed, it has been seriously damaged. Everyone from the secretary to the car factory worker calls him Jack. Everyone can expect-at the same time or in other ways-to see him in the aisle in a hurry to choose the goods at the bottom of the shelf, or reach into his pocket and come up with surprises and unexpected bonuses. Welch said: "The unstated value of GE's story is an informal place." "I think this is a great idea. I don't think anyone thinks people are a big problem. "

Informal' of a production company refers to those who violate the chain of command, the communication layer and the payment. If it is not a big company but requires entrepreneurs, almost everyone knows the boss. This has a lot to do with Welch's charm, because it has to do with the company's invisible rhythms-meetings and review meetings-and how he uses these rhythms to play a role.

When he became CEO, he inherited a series of mandatory corporate activities, and he has become a meaningful leveraged leader. These gatherings-from the monthly meeting with 500 senior managers of General Electric Company in Boca Raton, Florida, in the Hudson River as early as 1 month-created him, suddenly changed the company's agenda, challenged and tested the strategy and personnel, filled more than a dozen departments of each General Electric Company, and made his powerful presence well known.

Welch also knows that this is a surprise. Every week, there are unexpected visits to factories and offices, lunches hastily arranged with the managers on the following floors, and countless handwritten notes are suddenly lost on the fax machine, revealing his bold and neat handwriting. All this is to guide, guide and influence the behavior of a complex organization.

"We are in the sea, but he knows about us," said Brian Naylor, who is in his forties.

The marketing manager of industrial products meets on the Hudson River in Croton. "He can make people pay more for his identity. He dreams of living in America. He was not born in a rich family. He freed himself from that pile of things. He didn't appear. "