原标题：一个伟大的老板，前通用电气CEO杰夫·伊梅尔特缅怀杰克·韦尔奇

2020年3月3日，杰克·韦尔奇的接班人，前通用电气董事长兼首席执行官(2001 - 2017年)杰夫·伊梅尔特在博客上发表了这篇悼念文章。

作为一名GE人，我将此文翻译成中文，献给所有首席人才官CHO的中国读者们，希望我们能和Jeff Immelt一起缅怀回顾韦尔奇作为一名伟大CEO和领导力教练的管理之路。

从1982 年我加入通用电气的第一天起，我就觉得自己好像是在为杰克•韦尔奇工作——这对我来说没什么问题。他是一位才华横溢、充满抱负的领导人。杰克总是很直接，但他的坦率很有吸引力，且很有效。他的不拘小节和平易近人让GE 成为了一个团队，我们都喜欢为他工作，因为他希望身边的人都能成功。他是我见过最好的老板。

关于杰克的报道太多了。但如果让我说出他教给我的最重要的一课，那就是如何领导一家大规模的企业。他所做的一些事情，是任何一位领导者都能做到的，无论是在大型工业企业还是小型初创企业。但他却是在这个领域我见过的做得最好的。

他创造了一种工作环境，这种氛围是他通过非正式性沟通营造出来的。每个人都觉得他们在为杰克工作。总有一种感觉，每个人都很重要，每个人的声音都很重要。经理们被要求离开办公室，让所有人都知道，而那些躲在紧闭的门后的官员们则被辞退。员工调查和敬业度评分被认真对待。事实胜于雄辩，糟糕的管理者无所遁形。杰克不太在乎组织架构的层级关系，他会亲自打电话给任何人。

他创建了横向扁平化的管理团队。即使是在通用电气不同的业务部门，经理们也被期望能够执行和推动整个公司的变革。对公司最TOP 的500 名核心管理人才，他更是给予了特别的关注，他管控着这个级别人员的薪酬和晋升。他常说：“你为我工作，企业只是在租用你”。

他建立了流程+基准+职责定位。人人都知道杰克的期望。在他的领导下，每个业务单元都有一套涉及运营、战略和人才的完善的运作机制。每一次会议都是一次学习的机会，在会议中大家参与做出决定并分享最佳实践。杰克可能看似夸夸其谈——他在很多会议上显示了他的戏剧表演天赋——但人们喜欢和他交流。与此同时，度量基准很重要，它让我们各司其责。

他擅用各种沟通渠道和方法，并对信息的传递进行有效地管控。沟通是分段的，优秀的领导人能够向公司( 数千人) 、会议室( 数百人) 、会议(10 人以上) 和个人发声，他们知道如何在组织中横向地与不同的人进行有效沟通。杰克了解不同环境和每个部门的影响。他会改变语气和用词。有一次，我在经营医疗业务的时候，杰克来拜访我，给我做了一个评估，他狠狠地训了我一顿。过了一会儿，他又去隔壁会见一些工会领导人，他呈现了不一样的自我形象：很有魅力，很迷人。

他凡事都有明确的优先顺序，杰克很清楚什么是重要的。如果你想大范围地贯彻执行，那么优先级更是至关重要的。与此同时，他对一个好创意始终保持着开放的态度。

他希望人们成功。很多人以为杰克的绩效管理，也就是“末位淘汰制和裁员”。但我们在激励和培训上投入了很多，我们让中间那部分绝大多数看似普通的人才呈现出优异的表现。我对杰克给人才成长机会的能力感到惊讶。他尊重人力资源部的人、重视人才。这与我在初创企业中看到的情况形成了鲜明对比，在很多初创企业中，人力资源部被视为可有可无的，招聘人员拥有主导地位。杰克相信自己对人的直觉。

我们都会想念杰克的。上帝保佑他和他的家人。

AGreat Boss

Jeff Immelt Venture Partner, NewEnterprise Associates (NEA); Chairman & CEO, GE, 2001 - 2017

From the first day I joined GE in 1982, Ifelt like I worked for Jack Welch – and that was all right by me. He was abrilliant, aspirational leader. Jack was always direct, but his frankness wasappealing and effective. His informality and accessibility made GE a team, andwe all loved working for him because he wanted the people around him tosucceed. He was the best boss I have ever seen.

There has been so much written about Jack.But if I were asked to name the most important lesson he taught me it would behow to lead an enterprise at scale. There are things he did that any leader cando, whether at a big industrial company or a small start-up. And in this area,he was the best I have ever seen.

He created an aura that he nurturedthrough informality and access. Everyone felt they worked for Jack.There wasalways a sense that everybody counted and that each individual voice mattered.Managers were expected to be out of their offices and known to all, whilebureaucrats who holed up behind closed doors were shown the door. Employeesurveys and engagement scores were taken seriously. Bad managers couldn’thide.Substance always trumped protocol. Jack paid little attention to layers ororganizational charts. He’d call anyone himself.

He created horizontal cohorts of managers. Evenwhen they were in different GE businesses, managers were expected to be able toexecute and drive change across the company. Special attention was paid to thetop cohort of 500. At this level, he controlled compensation and promotions.“You work for me, the businesses just rent you,” he said.

He built process + instrumentation +accountability. People knew what to expect from Jack. Under him, everybusiness had a few well-established operating mechanisms. These spannedoperations and strategy and talent. Every meeting was a learning opportunity inwhich decisions were made and best practices shared. Jack could be bombastic –he upped the theater quotient in many meetings – but people enjoyed interactingwith him. Meanwhile, metrics mattered and they kept us accountable.

He dominated the communicationchannels. He controlled the messaging. Communication was segmented. Goodleaders have a voice for the company (thousands), a room (hundreds), a meeting(10 people and up), and an individual. Good leaders know how to communicate toa cohort, horizontally, in an organization. Jack understood the context and theimpact of each group. He would change the tone and vocabulary. Once when I wasrunning the Healthcare business, Jack came to visit to give me my review. Hechewed my ass. A moment later, he went next door to meet with some unionleaders. He was charming and engaging – a different person.

He set priorities. Jack was clearabout what was important. Priorities are critical if you want to execute atscale. At the same time, he was open to a good idea.

He wanted people to succeed. A lot hasbeen made of Jack’s performance management, i.e. “rank and yank.” But weinvested a lot in motivation and training. We got excellent performance fromnormal people in the middle of the pack. I marveled at Jack’s ability to givepeople a chance to grow. He treated HR people with respect and valued talent.This is in stark contrast with what I see in the start-up world, where HR istreated like an afterthought and recruiters have a dominant voice. Jack trustedhis own instincts on people.

We will all miss Jack. God bless him andhis family.

回复“强悍”：查看《一位CEO给员工的防疫指南：在不确定的世界强悍地活 》

回复“72”：查看《72小时众志成城—GE医疗战友群筹集抗疫物资记 》

回复“杰克”：查看《GE人告诉你不为人知的杰克•韦尔奇和中国的故事！沉痛悼念伟大CEO教练杰克•韦尔奇离世》

回复“启一”：查看《原创《墨攻》学领导，给空降兵和咨询顾问的启示一：建立信任

回复“启二”：查看《原创《墨攻》学管理，给空降兵和咨询顾问的启示二：建立共赢目标

回复“启三”：查看《原创《墨攻》学管理三，团队建设就是招贤纳士》

回复“有效”：查看《原创有效的个人生产力EPP》

回复“秦帝国”：查看《《资治通鉴》中的领导力：秦帝国的那些往事 》

回复“男人”：查看《《资治通鉴》中的领导力：三个男人一台历史大戏 》

回复“吕后”：查看《《资治通鉴》中的领导力：吕后 – 中国历史上第一个专权的女人带来的启示 》

责任编辑：