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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
In this same interview, Welch said that he wanted to be remembered as a
people person, in contrast to earlier names like “Neutron Jack” or even “Nean-
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derthal Jack.” Why? “I like people. . . . People I work with like me.” Welch’s
affinity for others gets to the heart of his strength as a communicator. Leaders
who care and respect the employees in the organization will make the time to
ensure that those employees understand the message, both for the good of the
enterprise and for the good of the individual, enabling him or her to give the
best and get the best in return.
Leadership Communications Lessons
Embrace change. Welch does not accept the status quo. He believes
that complacency is the enemy of progress, and he pushes his
people to look to the future and consider alternative options as a
means of growing the business.
Focus on developing people. Welch restlessly seeks to promote other
people to positions where they can contribute and succeed. One
measure of his success is the number of GE alumni who have
served or are serving as CEOs of other companies.
Communicate relentlessly. Clarity of message coupled with frequency
is a Welch hallmark. His expectations for people and the organi-
zation were always high. And he communicated those expecta-
tions clearly and frequently throughout all levels of the
organization.
Be decisive. Once the decision is made, act forthwith. Welch backed
his words and those of his team with actions. The Work-Out ses-
sions are a classic example of decisiveness.
Be seen as the leader. Welch was the personification of GE during his
tenure. He communicated what he wanted people to do, and he
expected them to do it. His standards for execution were the envy
of the business world.
Live your message. Welch’s ability to lead stems from his ability to
see the issues clearly and to persuade others to come along for the
ride.