The overall content was good, but i wish they would have used an actor's voice because the recorded voice was distructing because he sounded like he had a cold.

Jack Welch has done a great job in sharing his philosophies on how to be a business success. In particular, I found his insights on empowering the people around you to make yourself a better leader very inspiring. If it does nothing else, it outlines a very subtle message to keep your own ego in check if you want to reach the pinnacle of achievement that so many of us want. Also, from a strictly business aspect, his thoughts on acting with integrity are pretty much on point.

The only thing I felt took away from this book was that if Jack lived his personal life completely the same way he does his business life, I can't help to think he would have been even more successful. Overall, I enjoyed perusing through the pages of Winning. Jim Fargiano, author of The Spoken Words of Spirit: Lessons From The Other Side

Written with candor and clarity, Winning is a must read for senior executives and middle managers. You learn how to create a winning culture, and an environment where those who do their best and are equipped for the job are rewarded. I especialy appreciated Jack's 20/70/10 rule, and his views on how to expand an organization while managing risk. Buy this book and read each and every page.

Do you have the courage to "call it like it is"? So many businesses, and managers struggle with this concept. Often, it seems so much easier to simply gloss over the real issue, managers want to be "liked", have friends and staff that look up to them as leaders they like and that means often not saying what needs to be said, or doing what is difficult. Jack Welch gives it to the reader "like it is", and implores managers to use candor to get the change required to move businesses forward.

Jack doesn't just push managers to use fear to motivate though, in fact, he rightfully points out the concept of 20/70/10. Every business will have 20% at the top, 70% in the middle and 10% at the bottom. GREAT leaders work with the middle 70%, get under their skin and motivate them to love the challenge of coming to work everyday, exhausting their positive output to push staff to be their BEST everyday, and to love doing it. But the bottom 10%, those who would rather text-message and surf the internet than actually work? What to do with them? If you have a candid organization, where dealing with true issues dominates the conversations, these bottom feeders know JUST WHERE THEY STAND, and they either get their act together, or the manager does them a favor by letting them go. It's not mean it's not nice, it's about winning, If you want to out-perform, you need the best players. Such a simple, hardened truth so many manager lose track of - yet Jack reminds us it is the core of performance.

I highly recommend this book for all managers and leaders.

This item arrived quickly and in good condition. Jack Welch is a great leader, but some of his ability and ideas about leading cannot be conveyed on the written page.

This is a pleasant to read book that unfortunately has (almost) nothing to do with corporate reality. A better title for it would have been "Winning in Utopia". Admittedly, I don't have 40 years experience but I changed tack a couple of times yet never found a corporation where Jack's word come even close to describing how it works. Reasoning in "game theory" terms makes me think the vast majority of companies are very, very unlike what Jack describes. Jack himself inadvertently gives this away when recounting the story of the Q&A session with about 5000 HR professionals. In Utopia, the Chief HR sits right next the CEO, but when asked about their companies, only a few out of 5000 Real World Chief HR officers rise their hands acknowledging to having such a privileged position. I am most willing to admit that GE is an exception (that's probably part of why it's one of the most valuable companies in the world).

In the Real World, "candor" gets you stabbed and killed. Because most aspiring leaders know that, nobody takes the risk. Perfoming solidly might earn you "chits" but you can easily squander a year of solid performance by candidly speaking out one truth that proves inconvenient to your boss. On the other hand, sucking up to your boss consistently earns you large amounts of chits with less risk. Bosses are human too, they can't help but be pleased when flattered. In big organizations from the real world, middle managers feel like small cogs, the interests of their immediate boss are much closer to them than those of the distant and fuzzy concept of "Acme, Corp.", the company they are working for and which pays their salaries. Moreover, bosses have bosses too, so promoting "energetic, energizing, edge, execute, passionate" people would involve needless risks. Much better to promote their chums, guys that "get it", made in their image, loyal as they themselves are loyal to their own bosses. When you think of it, this is a proven system, it was called "feudalism" and thrived for several centuries. In our modern world it's the system that makes the various mobs (Cosa Nostra, Camorra, N'drangheta, etc.) compete so successfully. Admittedly, it doesn't work so well when there's fierce competition, but then you can still call on the politicians to protect your industry, which is what happens most of the time ...

So, read this book but for your own sake, make sure you are working for an Utopian company before trying to apply any of Jack's recommendations, or else you're a dead man and you won't be able to sue Jack for it ...

This book can be largely digested by most people out there. You don't need an MBA to pick up on the points that Jack makes. His abrupt, simple-but-thoughtful and clear advice is refreshing and relevant. Very thought provoking and motivating.

This is exceptional business advice from a legendary executive. The content is straight forward and sensible, yet profound. Welch takes what can be hard-to-grasp concepts and translates them to layman's terms. It's sound advice for business professionals on all levels, from the manager running a department to the small business owner to the executive running a Fortune 500 company. I thoroughly enjoyed this book and recommend it to all managers, whether they're looking to improve themselves, their team or their company, or looking to take the next step in their career.

-James Moreno
San Fernando (Los Angeles), CA

If your looking for new bussiness ideas, this is not the book for you. If you want a simple, practical, book, life-based business book, read this.

It's down-to-earth writing style means anyone who picks up this book will take away something positive. This writing style also helps you understand timeless principles (8 leadership principles) in a new and fresh way.





Simple

Este es un excelente libro, fácil de leer, muy práctico. Me encanta la honestidad de Jack Welch y definitivamente lo recomiendo.

Read through this book fairly quickly because it was well written. I found myself highlighting many of the passages and went through an entire highlighter. This is one of those books you definately want to read more than once. He gives you the information in a "Cookie Monster" style format, so information is digested easily and isn't construed as "Rocket Science." I'm a former NCO, and newly commissioned Lieutenant in the AF, and am always searching for tools and resources to better help me in my development as a professional and as a person, this book served, and satisfied both of these needs.

As CEO Coach, Poet and author of a book that helps leaders unleash their genius, the genius of their teams and corporations, I strongly recomend this book. Jack Welch is the greatest CEO of all time. His insights and approaches are excellent. This book is a must read. Paul David WalkerUnleashing Genius: Leading Yourself, Teams and Corporations

According to Jack Welch, winning in business is great because when companies win, people thrive and grow. There are more jobs and more opportunities for everyone. Winning makes people feel upbeat about the future, and gives them the opportunity to give back to society. Winning companies and the people who work for them are the engine of a healthy economy. Winning lifts everyone it touches--it makes the world a better place. However, it goes without saying that you have to win the right way--cleanly and by the rules. Companies and people that don't compete fairly don't deserve to win, and, thanks to well-honed internal company processes and government regulatory agencies, the bad guys are usually found and kicked out of the game.

But what does it take to win? Here are some notes I took:

An effective mission statement basically answers one question: How do we intend to win in this business? Effective mission statements balance the possible and the impossible. They give people a clear sense of the direction to profitability and the inspiration to feel they are part of something big and important. However, a mission cannot, and must not, be delegated to anyone except the people ultimately held accountable for it.

The executive team has to go out of their way to be sure they've created an atmosphere where people feel it is their obligation to contribute.

Act in a boundary-less fashion: Always search for and apply the best ideas regardless of their source; be tolerant of the bureaucracy; and see change for the growth opportunity that it brings. Take the value "We treat customers the way we would want to be treated."

Never let profit-center conflicts get in the way of doing what is right for the customer.

Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships.

Communicate daily with your customers. If they are talking to you, they can't be talking to a competitor.

Leaders make sure people not only see the vision, they live and breathe it.

Leaders get into everyone's skin, exuding positive energy and optimism. An upbeat manager ends up running a team or organization filled with upbeat people.

Leaders have the courage to make unpopular decisions and gut calls. Leaders who long to be loved by everyone will fail.

When you're a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room.

If you want your people to experiment and expand their minds, set the example yourself. Consider risk-taking.

Leaders celebrate. Celebrating makes people feel like winners and creates an atmosphere of recognition and positive energy.

Hiring good people is hard. Hiring great people is brutally hard. Nothing matters more in winning than getting the right people on the field. However, before you think about assessing people for a job, they have to pass through three screens. The first test is for integrity. People with integrity tell the truth, and they keep their word. They take responsibility for past actions, admit mistakes and fix them. The second test is for intelligence. The third test is maturity. Mature individuals can withstand heat, handle stress and setbacks and enjoy success with equal parts of joy and humility.

Every employee should know how the company is doing. That way, if layoffs occur, at least people will have some level of preparation.

After a crisis is over, there is always the tendency to want to put it away in a drawer. Don't--teach its lessons every chance you get. In doing so, you'll spread the immunity.

Come up with a plan for stretching dreams to the sky.

Always ask the following two questions: How can we beat last year's performance? What is our competition doing and how can we beat them? If you focus on these two questions, the budgeting process becomes a wide-ranging, anything-goes dialogue between the field and headquarters about opportunities and obstacles in the real world.

To give any new venture a fighting chance to succeed, you have to set it free and spend more money on it. Managing a $50,000 new product line in its first year is harder than managing a $500 million business in its 20th year.

With good leadership, a merger should be complete within 90 days.

Once you understand the simple maxim "variation is evil," you're 60 percent of the way to becoming an expert. The other 40 percent is getting the evil out.

Jack Welch knows how to make a company successful. One important lesson I learnt from this book is the importance of candor in an organisation.
If you're in business or a team leader this is a must read!

This is the first book by Jack Welch that I have read, and I have to say there were some good "nuggets" to chew on. I have been a Sr. Manager for several years now and many of the items I have learned from mentors, or have employed "on the job" were talked about in detail from Jack's years at GE.

The fact that I have experienced many of them first hand gave me added confidence that the management tools he speaks of do work, and I felt more confident in continuing to use them as I understood more of the reason "why" they are important.

One side note: I used an audio book while commuting, and I almost turned it off at the very beginning because it was so difficult to hear the words over the thumping sounds caused by his hands patting himself on the back. Once I got over that however, I enjoyed the book very much. I recommend skipping the beginning and catch it back up after you're deep into the book.

This is the first book by Jack Welch that I have read, and I have to say there were some good "nuggets" to chew on. I have been a Sr. Manager for several years now and many of the items I have learned from mentors, or have employed "on the job" were talked about in detail from Jack's years at GE.

The fact that I have experienced many of them first hand gave me added confidence that the management tools he speaks of do work, and I felt more confident in continuing to use them as I understood more of the reason "why" they are important.

One side note: I used an audio book while commuting, and I almost turned it off at the very beginning because it was so difficult to hear the words over the thumping sounds caused by his hands patting himself on the back. Once I got over that however, I enjoyed the book very much. I recommend skipping the beginning and catch it back up after you're deep into the book.

This book sat in my 'to read' list for about 3 months before I devoured it. I knew it was going to be good but it turned out to be more than that.

In it, Jack details his actual management techniques focusing on cultural values like candor, differentiation among employees and getting every voice heard. He then covers his thoughts on leadership, hiring practices, people management, change and crisis management. In the third section he covers strategies related to competition, namely strategy, budgeting, growth , mergers and acquisitions and six sigma. Then he examines career related issues by addressing topics like the right job, promotions, the bad boss and work-life balance. Lastly he discusses the questions (that almost got away) he received while traveling around the world over the past several years.

This book is very informative and its obvious why Jack Welch is a great leader. He is inspiring and there is a reason why Warren Buffett in his testimonial points out that "No other management book will ever be needed." Yes, yes its that good.

Good advice from one of the all time greatest managers. His style does not translate well to all company cultures. Take it gently....especially the candor if you are moving to the west coast.

Welch was and probably is a great leader. Unfortunately, doing things well often doesn't not translate into teaching them well. Sometimes, even the opposite is true. Welch grants access to a great deal of his own thinking and the perspective he brought to his leadership in his book "Winning". Unfortunately, the program he prescribes in the book never gets any deeper into an organization's workings than the corner office. The book is laden with black and white adages, many of which come off as a bit strident. "The first E is positive energy" and other similar edicts really don't exactly illuminate what to do as a leader. It would be interesting to know what the experience was of working under this man (better yet, even multiple tiers under him). But that insight is not forthcoming in this book. So as a sort of intellectual autobiography, the book is fascinating. As a manual for actually winning in business it is far less useful or interesting.

Amie Devero, Author of Powered by Principle: Using Core Values to Build World-Class Organizations

I read Jack Welch's book, Winning, and knew this would be a wonderful book to give as gifts to my children, who at the time had graduated college with degrees in business, or soon would have the degree. I thought seeing how to run a business successfully from the 'boss's perspective would be a good eye-opener.

For me, as I was just starting a new business, I appreciated what Welch had to say, and I took a lot of notes. One of the encouraging parts I remember from the book included perseverance, passion, success is about attitude, spread the positive attitude, having a direction, execute and get the job done.

Not only do I think every person with any form of staff management in their job makeup should read this book... I also think anyone who works with anyone else (yes I mean you & him & all of them) should read the chapter on candor. Brilliant stuff.

Kirsty Dunphey, author: Retired at 27, If I can do it anyone can

Excellent book until I finished the work-life balance chapter... Please correct me if I am wrong, but what I read was, it is okay to lie to your people or trick them into coming to work for you... and that everyone knows company literature is not based on real culture, facts and beliefs...

He has his bits of general good advise, but nothing really wildly new except his enthusiam in regurgitating it. However, many of his philosophies seem like simplitic generalizations from the executive 30,000ft level. It's easy to come off like a fearless leader, full of direction, when it's other 'human resources' below you're squeezing like lemons for the needed juice of 'change', 'cost reductions', etc. He doesn't get into details of actually getting it done too much, which is typical of these high-power executive types. Doesn't sound like somebody who's really acquainted with the bloody, dirty nuts-and-bolts details of the low-level grunt world. His piece on dealing with Communist China is exemplary of this: why, we'll just re-invent ourselves perpetually to always be ahead of them... right! His point of view is that of Julius Cesar high up in his emperor's stand, whereas life looks a lot different if you're one of the gladiators or christians down in the sand waiting for his thumb signal!

Jack Welch gives a comprehensive guide to winning in business. He provides practical advice on a broad array of topics to include: Leadership, people management, change management, setting strategy, crisis management, and budgeting. He gets personal too, giving tips on how to find the right job and how to find the proper work life balance.

Jack's approach to budgeting is enlightening. He advocates setting targets, but compensating based on performance against last year and against the competition. This ensures energy is not wasted on efforts to come up with magic numbers and playing the common budgeting games. Rather, the focus is on finding opportunities for growth and eliminating obstacles. Wouldn't it be nice if your company followed a similar process?

There is much to learn in this one.

Nick McCormick - Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager

This is the best business book on the shelf. Organizations should make this required reading for all managers and employees.

I think that it is a very good business book. Jack Welch is been an icon in the business industry and his shares can help to improve anyone performance.

The writing style is excellent: simple and straight to the point. It's full of great advice from the icon of CEOs in the 80s and the 90s. Highly recommended!

After long times of management career Mr. Welch, simply and briefly gives some tips for a successful business environment,hence; it is not an "that`s it book" Most of the styles of management can`t be applied to international and oversees company cultures.

If you are looking for ways to win in your workplace, you'll have to do more than read this book. But if you want some simple, yet powerful and proven management practices, this is the book for you. I also recommend Eightstorm: 8-Step Brainstorming for Innovative Managers, as a dessert after consuming this 'Winning' main-course.

I learned a lot from reading this book. Much more than from many of the more traditional (and boring) management texts that we were required to study at college. I particularly like the way Welch pulls no punches. On discussing GE's venture in fund management and private equity, Welch says "there are more mediocre people making money on Wall Street than anywhere else in the world", or "thankyou is not a word you hear very often on Wall Street", when describing the Christmas Eve million dollar bonus payouts to Wall Street Equity Fund managers and brokers.

It's entertaining as well, which forced me to read it cover to cover in a few days. I'm glad I invested the time into reading this book. You should too.

Once again Jack Welch explains the fundamentals of his business philosphy that helped make him and GE the huge successes that they are. He often clarifies the confusion created by his earlier writing while expanding on the concepts. His insights give every manager tools for running their own businesses.

As to his discussion on personal careers, I found my self losing interest. It is hard to take a man that never worked for another company too seriously on this subject. I wouldn't say that there is no value in this section of the book; it just doesn't merit the same attention.

Overall, it is mandatory reading for today's CEO.

I am retired teacher of English literature etc. I could not possibly have been good or expert in the world of business, commerce, management, etc. But this book was a marvelous armchair tour of that whole unknown world. Actually a world whose expertise I respect--but I do not regret that I missed its rat-race. Indeed, who would want to enter fast-track Business as presented here--except to (A) amass enough money to retire from it early (and do more integral things in life?), while along the way to (B) have an outlet for one's military and sportive instincts: "how to win and cream the competition by going all-out." Even though at the end of the day, what integral results of true value?.....

This is a decent book. I had to stop and ponder on a lot of the points he made and how it could be applied in my own business to which it has helped in one degree or another. As far as any negative reviews about the book, perhaps there was a bit too much fluff and not enough substance. In regards to all the negative reviews that have been written about this book, a quick search on Amazon of virtually any book will yield both 5 and 1 star reviews. It is all relative, I don't believe there are trully any business, management, self-help-type books honestly deserving of 5 stars.

Having being highly sceptical about the hype around Jack Welch, I finally got to read his book "Winning". I have been reading scores of management literature and nearly always found one or two good chapters surrounded by half a dozen unfocused chapters

"Winning" is different; it gets all the way around the leadership compass and never looses focus. From the first to the last page I found it to cover and confirm my 25 years of leadership experience, why I highly recommend any leader and to-be leader to read it; also managers can benefit from it.

It would be difficult to complete an MBA program in a university without mentioning Jack Welch and his tenure at GE. Welch is truly an inspirational business leader with charisma - although the same cannot be said for his role as a parent or husband (he admits spending too much time away from home). Even though some of the ideas presented are not unique, Welch's presentation is excellent. Welch's principles are easy to understand both the `what' and the `why' (`what' has to be done and `why' it is critical to success). Without a doubt, a leader with his charisma is needed and a supporting team to complement the style.

Of course it's expected. Anything that Jack writes is a must read for business leaders. Great book!

Jack Welch represents a change in corporate tactics that have lead to things like absurd CEO pay, private jets, outsourcing, and 80 hour work weeks. Folks that rated this book five stars need to take a serious look at their own lives.

Jack's idea of 'candor' in the work place is the best advice I have heard. He speaks from experience and the mind set that it's not easy, but if you take the hard road the rewards are greater. I read the work a few years ago and just bought the audio for a refresher. Although I much perfer it when the author reads the book, his voice sounds strained. Anyone looking for new ideas of running a business would enjoy this book. ~KMS

For any aspiring business manager or leader at any level, this book should be the first book on your list. Extremely practical, down-to-earth, and insightful.

This isn't just a management book, it's much more than that as it also provides you with pros and cons for the way of life of a top excecutive's.

If you want to know how one of the most important icons of the business world got there, at what cost and what he had to overcome, read this book.

Jack presents the singular opportunity of sitting down with a mentor who has been through the battle and is willing to point out successful paths. I appreciate his willingness to be candid and vulnerable.

PROS: Down to earth language. author is an ex-ceo.

CONS: you may start to wonder if he really believes in everything he talks about in the book. he sounds like a saint. but whatever, makes for a good read anyway.

Jack Welch, former General Electric CEO and chairman, is a legendary corporate mentor. Fortunately for readers, this book (which he wrote with Suzy Welch, his wife) provides a top-tier mentoring session. The book is well paced with a mix of you-are-here details and stories by one of corporate America's savviest minds. Welch is honest about his mistakes and his successes. The book's only shortcoming is the chapter on family-work balance, an area where Welch admits his weaknesses. Otherwise, his corporate policy discussions score an abundance of points. We highly recommend this book to senior executives and up-and-coming managers alike.

This has to be my current overall "Favorite Management Book". It's just packed full of straight-forward, clear advice from the modern master of management (not to be confused with the past master Drucker and the future master Peters). Say what you will about his bloated retirement package, this man knows what it take to win and covers all the basics in this excellent book!

Below are just a few of the many, many, many great tidbits from the book:

* Have a positive attitude and spread it around. Never let yourself be a victim, and for goodness sake - have fun!

* All-purpose list of values are easily said but not easily followed and is just the price of admission (service, respect, etc.). Always, always, always, talk about the mission! Make values real by reward and punishment.

* Biggest dirty secret in business is lack of candor. With candor you get idea rich, gain speed, cut costs. People don't speak their mind because it's easier not to (no anger, pain, confusion, resentment). Not being candid is about self-interest, making your life easier.

* Differentiation: Companies win when management makes clear and meaningful distinction between the top and bottom performers. When it cultivates the strong and culls the weak. Differentiation is the fairest and kindest approach overall where everyone is a winner. Differentiation is about resource allocation. Managers invest where there is payback and cut losses elsewhere. Protecting non-performers always backfire! Drains energy, causes resentment, unfair, and no candor! In downturn, nice under performers are always the first to go. And they are always surprised and hurt! You are never too nice to differentiate, only too cowardly. Best Performance Review: straight, honest, you know where you stand, and what you need to do.

* The Rules of What a Leader Does: Relentlessly upgrade their team by using every interaction as an opportunity to evaluate, coach, and increase self-confidence. Make sure people not only know the vision but live and breathe it. Get into everyone's skin, exuding positive energy and optimism. Establish trust by practicing candor, transparency, and credit. Have the courage to make unpopular decisions and gut calls. Leaders probe and push with a curiosity that borders on skepticism. Making sure their questions are answered with action. Inspire leading and risk taking by setting example. Leaders celebrate.

* Hiring - 3 Acid tests: Integrity - Do they tell the truth and keep their word. Do they take responsibility for past actions, admit mistakes, and play to win by the rules. Intelligence - Can work with smart people and display intellectual curiosity. Maturity - Can withstand the heat and setbacks. Respects emotions of others. Handles success with humility.

* 4E and 1P Framework: First E is positive Energy. Second E is ability to Energize others (Candidates must have the first 2, they can't be trained in). Third E is Edge - Ability to make the tough yes/no decisions. Forth E is Execute - Ability to get the job done. Final P is Passion to win.

* Steps for change: Attach every change initiative to a clear purpose or goal. Hire and promote True Believers and Get on With It types. Ferret out and get rid of resistors, even if their performance is satisfactory.

* Strategy is about resource allocation. Choices about how to compete. Think about: What the playing field looks like now? What is the competition up to? What you've been up to? What's around the corner? What's your winning move?

* Leadership is helping other people grow and succeed. Don't do the predictable! Do more! Do something different!

Jack Welch's writing style is refreshing and easy to understand. Each chapter of Winning is packed with real-life examples of management, leadership, teamwork, and how to excel in any business environment. Welch's lifelong dedication to GE is highlighted with informative and inspirational examples from his own experiences and from those around him. This book not only raises difficult questions regarding business, it answers them as well, often with a step-by-step plan to overcome problems and successfully move forward. Every manager should read this book, as should any employee wanting to succeed in the workplace. Great book.

Warren buffet was right when he said that after Jack Welch wrote a stategy guide to business that another one would ever have to be made. Even though Jack is not the nicest guy that ever sat in the CEO spot. He is one of the smartest that know alot of how a comany should be ran for maximum profit to everyone.

This book its a bite of an updated extension of Jack's first book.

Welch was easily the most successful and influential CEO in the 1990's, and ironically his philosophy was not that of the standard numbers cruncher/brute force dictator. When he retired to the golf course, GE was in the top 5 largest cap companies for many years. His writing here is a throwback to the Dale Carnegie school of thought, reminiscent of How to Win Friends and Influence People. This book really should be required reading for anyone in management, with its often brilliant inter-personal communication advice. It covers GE's iron clad rules for risk management in analyzing companies and their balance sheet performance. They were strictly a top shelf Grade A lender, and if you didn't make the grade, you were punted. The philosophy was out there for everyone to see in middle level management, which means everyone had to give 110% because they knew the axe would be coming without being told a word. Tough love, but Welch shows how to do it all with leadership, dignity, great people management, and quick decision making in crisis environment.

The review for the book did not state that the paperback version was in spanish. The write-up about it was all in english. The word in parenthesis meant nothing to me since I do not know spanish. (Ganar) I assumed it was a publishers name or something, especially since it started with a capital letter. I would suggest that books in another language be marked with bold red letters somewhere in the synopsis. The book itself may be great, but it was the marketing on the website that I am concerned with. I was able to return the book but I had to pay shipping for the english version to be sent when the original order was over $50 so shipping was free.

Great book....very easy to read. It answered all my questions and was truly motivational