Summary of Get Better or Get Beaten

29 Leadership Secrets from GE's Jack Welch

McGraw-Hill, more...

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Get Better or Get Beaten book summary
Jack Welch distilled his leadership precepts to their high-energy essence. Served together, they’re a cup of strong brew.

Rating

8 Overall

10 Applicability

6 Innovation

7 Style

Recommendation

The best thing about this book is that it quotes extensively and piquantly from the writings and speeches of Jack Welch. The intriguing list of "29 leadership secrets" (which could have been reduced to ten) is more selective than secret, given that Welch has been preaching them loudly from a very prominent platform for more than 20 years. However, the book will be valuable to Welch neophytes and to fans who want more Jack, or the essence of Jack. Author Robert Slater assumes a certain familiarity with GE’s history and initiatives, and sometimes refers to them without explanation. Welch long ago transcended management to become sort of a leadership prophet, and his utterances are sometimes paradoxical, if not contradictory. He says nurture people, but downsize; he says cut bureaucracy, but implement a paperwork intensive Six Sigma program. getAbstract.com promises that somewhere in here, you’ll find a managerial principle to fit almost any occasion. What more can you ask of a handbook?

In this summary, you will learn

  • The basic management disciplines and practices that led to Jack Welch’s success
  • Why Welch believed in change, clarity, flexibility, global business and Six Sigma
 

Summary

Jack Welch’s GE Triumph
When Jack Welch started as chairman and CEO of General Electric in 1981, GE had $25 billion in sales and $1.5 billion in profits. By the time he left in November, 2000, sales had more than quadrupled (to more than $112 billion) and profits had multiplied dramatically...
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About the Author

Robert Slater is a journalist with more than 25 years of experience with TIME, Newsweek and UPI. He has written two books on GE: Jack Welch and the GE Way and The GE Way Fieldbook.


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