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Jack Welch, former CEO of General Electric, may have retired 15 years ago, but his influence in corporate America still resonates. Not only is he known as one of the most successful industrial leaders of the 20th century—most notably increasing the value of GE by 4,000 percent—but he is also a great example of how a company can effectively grow powerful leaders from within their own ranks.
Welch, who graduated with a Ph.D. in chemical engineering, joined GE in 1960 as a junior chemical engineer. After a year with the company, Welch began seeking other jobs until a mentor in the company’s executive office recognized Welch’s talents and persuaded him to remain at the company. Just seven years later, Welch was appointed vice president of GE’s plastics division, and the climb up the corporate ladder continued. In 1981, Welch became GE’s youngest chairman and CEO.
As with GE and many other companies—Xerox, Harley-Davidson, Best Buy and McDonald’s— the next CEO of your company could very well be among your current employees. In fact, in a Forbes study of America’s 100 largest companies, 86 percent of CEOs were appointed from within company ranks. Your executive leadership most likely will be, too. Here are three ways to grow strong leadership from within your company.
Via The Learning Factor, Roger Francis
The term "coaching" has been trending as a corporate buzzword for some time now. We're all familiar with athletics coaches. But when someone advises us to find a coach to learn a new skill or solve...
- Coaches Don’t Set the Agenda
- Coaches Focus on the Future
- Coaches Listen
- Coaches Ask Questions
- Coaches are Action-Oriented
- Coaches Give Responsibility
Via Gust MEES, Roger Francis
Roy Sheneman, PhD's insight:
Coaching leads to growth. Let me coach you....check out Tier 1 Coaching and Training on Facebook.....
Being a leader doesn't mean you know everything there is to know about leadership. In fact, the best leaders are the ones who pursue their own education. Leadership, after all, is not about being an expert in your industry -- it's about being an expert in people management. Making time to [...]
Teacher Andrew Jones explains the difference between coaching and mentoring, and how they suit different professional development needs
Coaching, on the other hand, consists of peer-to-peer discussions that provide the person being coached with objective feedback on their strengths and weaknesses in areas chosen by them. While discussion is led by the coach, they ask questions that allow the professional seeking advice to reflect on their practice and set their own goals for improvement. This is the opposite of mentoring as the coach does not evaluate, judge or set targets, and the person being coached is in full control of the discussion.
Unlike mentoring, coaching also gives the recipient more say on the direction of their professional development and encourages them to take more ownership of their CPD.
Via Gust MEES, Ivon Prefontaine, Richard Andrews