杰克·韦尔奇现身说法：赢之道
November 28th, 2005
Jack Welch and The 4 E’s of Leadership
如果说自己在 MBA 课程上对韦尔奇的领导力案例没有透彻把握的话， 这本书绝对让我领教了 4E 的魅力。
一本很不错的， 所有经理人都应该放在案头， 并提供给员工培训的书籍。
丰富的案例和数字能说明一切。
作为韦尔奇首创，且成为他核心领导理念的4E领导艺术（活力充沛、激发活力、锐意进取、执行有力），涵盖了韦尔奇毕生领导艺术的精华。本书通过阐释4E领导模式，指出了具体可行的方法，旨在帮助读者因地制宜地应用这一行之有效的模式，从而大幅提升企业的生产力。在此基础上，对于韦尔奇领导艺术的“衣钵传人”如何在实践中贯彻4E理念，本书一并给予了充分的介绍及点评（他们中有通用新任CEO伊梅尔特、3M公司CEO麦克纳尼、霍尼韦尔前任CEO拉里·博西迪……），对于管理者更好地理解、实施4E模式起到了画龙点睛的作用。
人人都想赢，无论是基层人员还是高层主管，只有赢，才能得到晋升与成长。
怎样才能赢？“世纪CEO”杰克·韦尔奇现身说法，为你指出赢之道。
杰克·韦尔奇无疑是历史上最具竞争力的企业领袖之一。在他担任CEO期间，通用电气培养出的《财富》500强企业的CEO比历史上任何一个企业都要多。
作为通用选拔及培训优秀领导者的制胜秘籍，4E领导模式涵盖了韦尔奇毕业生的领导艺术与管理智慧，重在考察领导者的四种能力：活力充沛、激发活力、锐意进取、执行有力。
通过深入剖析4E模式的内涵，教授如何借助特定的模式把韦尔奇的策略庆用到自己的事业和企业中去，本书为所有想要赢在企业领袖指出了制胜之道。此外，借由剖析韦尔奇领导艺术学院的“毕业生”（包括：通用现任CEO杰夫·伊梅尔特，3M公司CEO詹姆斯·麦克纳尼，霍尼韦尔前任CEO拉里·博西迪，家得宝CEO罗伯特·纳德利，威普瑞技术公司CEO维威克·保罗）如何运用4E模式促进公司成长，本书揭示了在把自己塑造成一位4E领袖的同时，在企业内部发掘和奖励真正领导者的成功方略。
从第一天起有关领导艺术的问题就是：我们能走多远，我们能做多大，我们怎样才能更快？
——杰克·韦尔奇
本书是对韦尔奇4E领导模式逐一进行详尽论述的第一本著作，旨在帮助你成为并培养这样的领导者，他们：
活力充沛——真正的领导者具有无穷尽的能量储备和强烈的行动愿望。他们欢迎变化，渴望在竞争中体验激情。
激发活力——善于激发活力的人鼓舞、动员他们行动起来，激发员工的工作热情。他们绝不争权夺利、暗箭伤人，也绝不姑息背后恶意诽谤他人的行为。
锐意进 取——锐意进取的人具备竞争精神，知道速度有多重要。他们信心十足，不会在矛盾重重的情况下不知所措。
执行有力——具有执行力的人能把事情干成。他们总是能完成任务：多数情况下，不仅仅实现自己的目标，而且远远超越这些目标。目录：
导言 4E领袖：杰克·韦尔奇领导艺术的制胜法则
第一部分 4 E领袖的风采
第一章 4E领袖活力充沛
真正的领导者具有无穷尽的能量储备和强烈的行动愿望。
他们欢迎变化，渴望在竞争中体验激情。
第二章 4E领袖激发活力
善于激发活力的人鼓舞、动员他人行动起来，激发员工的工作热情。
他们绝不争权夺利、暗箭伤人，也绝不姑息背后恶意诽谤他人的行为。
第三章 4E领袖锐意进取
锐意进取的人具备竞争精神，知道速度有多重要。
他们信心十足，不会在矛盾重重的情况下不知所措。
第四章 4E领袖执行有力
具有执行力的人能把事情干成。他们总是能完成任务——
多数情况下，不仅仅实现自己的目标，而且远远超越这些目标。
第二部分 4E全明星队的领导经验
第五章 推陈出新
杰夫·伊梅尔特如何重建杰克·韦尔奇亲手缔造的大厦
“一个公司要想赢得竞争并发展壮大，就必须越来越依靠科技进步和思想创新……没有创新，就无法生存。没有创新，通用电气就无法实现下一个百年辉煌……”
——通用电气董事会主席、首席执行官 杰夫·伊梅尔特
第六章 把培养领导能力当作第一要务
詹姆斯·麦克纳尼如何发展韦尔奇的理论
“培养领导能力就是要帮助人们成长，如果我能让我的员工随着业务的增长而成长起来，那么我就创造了一个增长型的公司。”
——3M公司董事会主席兼首席执行官 詹姆斯·麦克纳尼
第七章 执行意味着一切
拉里·博西迪是如何完成任务的
“我不喜欢纸上谈兵或者用砂子建造城堡，我更愿意看到人们把事情做好。许多人都以为执行不过是一些日常琐事，不值得领导人亲手去做。这是错误的认识。执行是领导人最重要的工作。”
——霍尼韦尔公司前任首席执行官、董事会主席 拉里·博西迪
第八章 增强、扩大、拓展
罗伯特·纳德利如何转变家得宝
“我们的核心目标是改进我们触手能及的每一件事。在这一核心目标之下，是关于如何增强主营业务，扩大营业范围，拓展市场的战略……这是我们要永远奋斗的三个方面。”
—家得宝公司首席执行官 罗伯特·纳德利
第九章 敌退我进 抢占先机
“这只是一段过渡期。现在正是投资和调用员工的时候，只有这样，你才会在经济步入正轨以后，尽情收获胜利的果实。”
——威普瑞技术公司首席执行官 维威克·保罗
结语 如何在培训、管理研讨会和绩效评估中使用本书
致谢
Welch believed that there are essentially four different types of leaders: Type A’s live the values and make the numbers, Type B’s live the values but do not always make the numbers, and Type C’s do not live the values but may make the numbers. To Welch, the A’s were GE’s "best and brightest," the B’s were the ones who received the most intensive training, and (with very few exceptions) C’s were strongly advised to seek new career opportunities elsewhere. Welch discusses all this in his own recently published book, Winning. Here are some brief excerpts:
"The first E is positive energy. For example, they start the day with enthusiasm and usually end it that way too, rarely seeming to tire in the middle. They don’t complain about working hard; they love to work. They love to play. People with positive energy just enjoy life.
"The second E is the ability to energize others. Positive energy is the ability to get other people revved up. People who energize can inspire their team to take on the impossible — and enjoy the hell out of doing it. In fact, people would arm wrestle for the chance to work with them.
"The third E is edge, the courage to make tough yes-or-no decisions. [Those with edge] know when to stop assessing and make a tough call, even without total information.
"The fourth E is execute — the ability to get the job done…. It turns out you can have positive energy, energize everyone around you, make hard calls, and still not get over the finish line. Being able to execute is a special and distinct skill. It means a person knows how to put decisions into action and push them forward to completion, through resistance, chaos, or unexpected obstacles. People who can execute know that winning is about results.
What else?
"Passion! By that I mean a heartfelt, deep, and authentic excitement about work. People with passion care — really care in their bones — about colleagues, employees, and friends winning. They love to learn and grow, and they get a huge kick when people around them do the same. The funny thing about people with passion, though, is they usually aren’t excited just about work. They tend to be passionate about everything!…they just have juice for life in their veins."
Krames does a brilliant job of organizing and presenting material in such a way that his reader can more easily understand it and, of greater importance, then put it to effective use. Krames agrees that "winning is about results" and does all he can to help his reader understand both the WHY and the HOW of "The Four E’s of Leadership." He offers a self-audit in the Introduction (pages 18 and 19) followed by the first of several "4E Leader to Do" lists with which Krames concludes each of the chapters in Part I.
In Part II, he shifts his attention to "Leadership Lessons" to be learned from five of GE’s "4E All-Stars": Jeff Immelt, James McNerney, Larry Bossidy, Robert Nardelli, and Vivek Paul. He devotes a separate chapter to each, again concluding all of the five chapters with an appropriate "4E Leader to Do" list. Yes, almost all of the material which Krames discusses can be found in other sources, including Welch’s book and others written by Krames as well as Robert Slater’s Jack Welch & The G.E. Way: Management Insights and Leadership Secrets of the Legendary CEO. What makes this book so valuable is the fact that, as indicated earlier, Krames presents the material within a framework which helps the reader not only to understand the core leadership concepts but also to understand HOW to apply them effectively within her or his own organization.
One final point: Welch and Krames would be among the first to point out that there is no one "formula" which guarantees business success. However, the one which has proven so successful at GE affirms values and suggests core concepts, strategies, and tactics which — if properly understood and then effectively applied — can substantially assist the achievement of such success.