Tag Archives: ” GE
Talent Masters is the Choice for the September FFBS
I know that we are still working on the August 1 First Friday Book Synopsis with two excellent books and our bonus program, but I am already looking forward to my September presentation. It has excellent reviews and plenty of strong publicity, including one by our blogging partner, Bob Morris. You can read his review published on this blog by clicking here.
The Talent Masters: Why Smart Leaders Put People Before Numbers
By Bill Conaty and Ram Charan (New York: Crown Business)
Here is a summary of the book from Amazon.com, and a review published in the Wall Street Journal.
If talent is the leading indicator of whether a business is up or down, a success or a failure (and it is) . . . do you know how to accurately judge raw human talent? Understand a person’s unique combination of traits? Develop that talent? Convert what supposedly are “soft” subjective judgments about people into objective criteria that are as specific, verifiable, and concrete as the contents of a financial statement?
The talent masters do. They put people before numbers for the simple reason that it is talent that delivers the numbers. Success comes from those who are able to extract meaning from events and the forces affecting a business, and are able to look at the world and assess the risks to take and the risks to avoid.
The Talent Masters itself stems from a unique combination of talent: During a forty-year career at General Electric, Bill Conaty worked closely with CEOs Jack Welch and Jeff Immelt to build that company’s worldrenowned talent machine. Ram Charan is the legendary advisor to companies around the world. Together they use their unparalleled experience and insight to write the definitive book on talent—a breakthrough in how to take a business to the next level.
Here is the book review published in the Wall Street Journal, December 8, 2010, p. A21
By ALAN MURRAY
A decade after Jack Welch stepped down as chief executive of General Electric, he still commands remarkable respect as a management guru. The company he once led has lost its magic, the business processes he developed to battle bureaucracy have become bureaucratic themselves, and many of the “graduates” of the Jack Welch school have since stumbled—think Bob Nardelli at Home Depot or Jim McNerney at Boeing. (Has anyone seen that Dreamliner yet?)
Yet Mr. Welch and the management mythology surrounding him continue, untarnished. “The Talent Masters” is the latest celebration of the Welch way. It’s written by Bill Conaty, the recently retired senior vice president for human resources at GE, and Ram Charan, the business adviser and author who often collaborates on books with ex-CEOs.
“The Talent Masters” rests on three principles that characterize the Welch approach to management: (1) A focus on talent development. Mr. Welch and the other “talent masters” in the book—we also hear from folks at companies including Procter & Gamble and Novartis—claim that they spend more than a third of their time developing their people. (2) Differentiation. Talent masters create a meritocracy by constantly evaluating their people—a process which, in Mr. Welch’s case, was derided by critics as “rank and yank.” (3) Candor. This is the ultimate Welch trademark: ruthless honesty in evaluating the performance of people and businesses.
By now the book’s principle-trilogy is familiar.
But the authors add to the Welchian wisdom by documenting some interesting examples. For instance, we learn about the day in 2000 when Larry Johnston, head of GE’s appliance business, flew to corporate headquarters in Fairfield, Conn., to tell his bosses that he was leaving to head up Albertsons, the supermarket chain. The news was a surprise to
Mr. Conaty, to Jeff Immelt—who was then making a transition to the CEO job—and to Mr. Welch.
All three tried to talk Mr. Johnston into changing his mind. But after determining that their effort was futile, the executives turned their attention to succession. Within a half-day they had agreed on who would replace Mr. Johnston and on who would fill three other slots down the chain of command. The quick action was possible, we’re told, only because the three men had been heavily involved in the continuous evaluation of the company’s top talent.
The authors compare GE’s rapid-fire performance in replacing Mr. Johnston with what happened recently at Hewlett Packard, when Mark Hurd was forced to step down after indiscretions involving a marketing consultant. The company, the book says, came “unhinged.” For the third time in little more than a decade, the HP board felt compelled to pick a chief executive from the outside—an implicit acknowledgment of failed succession planning. (Mr. Welch seems almost personally offended by such corporate inattention: The HP board, he told me in an interview before the World Business Forum earlier this year, has “not done one of the primary jobs of a board, which is to prepare the next generation of leadership.” Asked if he knew any of the HP board members personally, Mr. Welch said: “I wouldn’t admit it if I did.”)
Messrs. Conaty and Charan also show the forgiving side of Mr. Welch’s GE. They tell the story of Mark Little, who in 1995 was promoted to vice president of engineering at the company’s Power Systems group. Following his appointment, the group missed its numbers three times in a row, and Mr. Little was demoted. He suspected that his career at GE was over.
Instead, executives there worked with Mr. Little to assure him that he still had a future and to help him rebuild his career in a position that made better use of his talents. Today he is the senior vice president in charge of the corporate R&D center, and one of the company’s top 25 executives.
The book begins with GE-related examples, but some of its most arresting stories come from outside the company. A particularly interesting chapter involves Hindustan Unilever, Unilever’s $3.5 billion Indian subsidiary. The company routinely evaluates candidates for management jobs by putting several applicants together to discuss a specific business issue in a group. This allows the company to see how they interact with each other and who has leadership potential.
Another instructive anecdote comes from Adrian Dillon, Skype’s chief financial officer. Mr. Dillon tells of how, early in his management career, when he was working at Eaton Corp., he was accosted after a meeting by his boss, the company’s CFO. “That was a great meeting, but your problem is that you still think your job is to be the smartest guy in the room. It’s not,” the man told him. Instead, Mr. Dillon was told, his job was to “make everybody in the room think that they’re the smartest guy in the room. You’ve got to teach them what you know and what you do, not tell them.”
Overall, “The Talent Masters” offers a valuable window into the skills of talent development. And it makes a persuasive case, yet again, for the wisdom of the Welch way. But you do have to wonder whether, a decade after Mr. Welch’s retirement, it isn’t time to find a new icon for the rapidly evolving world of business management.
Mr. Murray is deputy managing editor of The Wall Street Journal and the author of “The Wall Street Journal Essential Guide to Management.”
Passing the Baton – One Woman at a Time
Cheryl offers: October’s HBR article “Why Succession Shouldn’t Be a Horse Race” describes how Xerox’s former CEO Anne Mulcahy successfully identified, developed and eventually passed the CEO baton to Ursula Burns, the first African American woman to lead a Fortune 500 company while also marking the first ever woman-to-woman succession. What was most interesting was how Anne deliberately worked to avoid Jack Welch’s famous departure when two of the three top candidates left with him once they learned Jeff Immelt had gotten the job. She said “I don’t believe in having people face off against each other for the CEO job in a classic horse race.” Kudos to her on two fronts: first for recognizing that losing valuable talent in this day and age is not good business and secondly for seeing collaboration is better for the business than competition when putting the best person in the job. GE lost 3 very talented employees when Jack left. Anne managed to retain her 3 top contenders after Ursula was named CEO, although one has since retired. This article reinforced a message I read in Women and Leadership by Barbara Kellerman and Deborah Rhode. In chapter 9 written by Marie C. Wilson, she notes “We need to fuel each other’s ambition, to give women the encouragement they need, and the courage embedded in that word. With our help, they can and will step forward and say, “I’m here. I can do this, and I want to lead.” This was written in 2007, just about the time Anne and Ursula were starting to write business history. Those who support the laws of natural attraction would say, “Of course!”
Past time to retire, Jack Welch
Cheryl’s view: It seems Jack Welch should play more golf and resist the temptation of making speeches. On July 21 the Wall Street Journal reported he delivered what I’m sure he thought was “straight talk” like he thinks he did in his book, Straight from the Gut. He told a convention of HR executives women had to choose between raising a family and having the corner office. Which rock have you been hiding under Jack? Maybe he forgot that last year’s CEO of the year as elected by peer CEOs, was Anne Mulcahy, CEO of Xerox, and mother of two sons. And I supposed he also hasn’t noticed Mulcahy passed the reins to the first Afro-American woman to lead an S&P 100 company, Ursula Burns, and (Oh, gasp Jack!) also happens to have a daughter and stepson. When Jack Welch entered the workforce and even possibly when he led General Electric, this might have been a “norm”, possibly his own stereotype at work. This is no longer the case. Jack might also want to start reading the stats on graduating MBAs; women in 2009 will surpass men in all categories: associate, bachelor, graduate and professional. By the way, the gap between men and women has been widening since 1982, the last year men exceeded women in acquiring degrees, in college degrees and is projected to continue until 2017, which is only as far as the projection goes. So, where will the most talented, experienced, and well educated people in the company come from, the future CEOs? My money is on the next generation of women, who, by the way, believe the wisdom of his other book’s title “Control Your Own Destiny, or Someone Else Will.” Thanks for the advice, Jack, now go play golf.
Sara adds: Jack, in the words of James Copeland, former Chairman and CEO of Deloitte & Touche worldwide in True Leaders (Bette Price and George Ritchesche), “Don’t breath your own exhaust.” Your pronouncement in the Journal is contemptible (a carefully chosen word from Merriam Webster’s online dictionary… “contemptible may imply any quality provoking scorn or a low standing in any scale of value.” The italics are mine). I believe your comments to be contemptible; having a low standing in any scale of value on a couple of levels. First level, you single out women leaders. Besides being transparently biased your idea begs the question, why shouldn’t ALL leaders, men and women, have the opportunity to have a life as well as incredibly successful careers? Then there’s the next level. It’s about BUSINESS RESULTS, Jack, not about appearances or sacrifice. By even uttering that comment I wonder if you’ve lost focus on the prize here. Jack, you should read a new Harvard Business Review (HBR) article, Social Intelligence and the Biology of Leadership (Richard Boyatzis and Daniel Goleman). It stands your antiquated version of leadership on its ear. In the article you will read about the negative impact a leader’s stressed lifestyle has on the success of the company they lead. The authors also provide a pathway to leadership that is healthy, balanced and produces great (get that, Jack, GREAT) business results. I wonder what heights GE could have climbed if YOU had been a different kind of leader.