The Boss Element:What Welch wanted to take out of GE. He felt that “GE would win on ideas” and not by maintaining a rigid hierarchy. GE’s software phase was designed to free employees, giving workers a chance to tell the bosses how they thought the business should be run.Welch has said that GE could not tolerate autocratic managers who intimidated workers, even if they did make their numbers. That style of manager was simply not consistent with GE’s vision of a leader.Welch’s ideal manager had the “Four E’s,” which meant someone with great energy, the ability to energize others, and edge (competitiveness) who could execute well (see Four E’s of Leadership).

韦尔奇想从通用电气公司中消除掉“上司要素”。他认为“通用电气公司应当在创意上获胜”，而不是依靠维持一套僵化的等级制度来获胜。通用电气公司的软件变革阶段便旨在解放员工，让他们有机会把自己认为应当如何经营公司的想法告诉上司。韦尔奇曾经说过，通用电气公司不能容忍吓唬员工的专权管理人员，即便他们的确能够完成财务指标。这种管理人员根本就不符合通用电气公司理想的领导形象。韦尔奇理想的管理人员具备“四个E”，也就是拥有充沛的精力和锋芒棱角（竞争能力）、能够激励他人、而且能落实工作的人才（见 “领导资格四个E”）。

 

With Work-Out,Welch made a major leap forward in removing the boss element at GE. For decades GE was run like most other large corporations. Bosses were in charge, and the troops followed suit or suffered the consequences. The Work-Out initiative turned hierarchy on its head, by empowering workers and giving them a say in how the business should be managed. By instituting the employees’ suggestions, GEers had evidence that things would improve. By ensuring that managers listened to the people closest to the work,Welch helped to eradicate a culture in which bosses led by autocratic measures (see also Work-Out).

凭借“群策群力”，韦尔奇在消除通用电气公司中的上司要素方面取得了长足的进展。数十年来通用电气公司的管理方法与大多数其它大型企业一样，上司负责掌管，而队伍则跟在后面亦步亦趋，否则就要吃苦果。“群策群力”倡导行动增强了员工的势力，使他们在如何管理企业方面有了发言权，从而彻底颠覆了等级制度。通过采集员工们的建议，通用电气公司便有证据来表明事情应当改进。韦尔奇确保管理人员能听取最熟悉工作的员工的意见，从而帮助根除了上司依靠专权手段来领导的那种文化（参见“群策群力”）。

 

 

 

 

1. Do not tolerate managers who lead by intimidation: One of the ways large companies promote wrong behaviors is by keeping employees and managers who do not live the values of the company. In Mr.Welch’s book, that is one of the worst sins. If you and your organization are serious about removing the boss element, then there is no choice but to eliminate the “tyrants” and “big shots.”

1.不能宽贷依靠吓唬来领导的管理人员：留下那些并不亲身实践公司价值观的员工和管理人员，这是大型公司对错误的一种纵容。在韦尔奇先生看来，这是最糟糕的恶行之一。如果真要消除上司要素，那除了消灭“独裁者”和“大人物”外别无它途。

 

2. Simplify practices and procedures: By simplifying the practices of the organization, you will send an important message while streamlining the workload. Limit the number of approvals, and streamline those multipage forms that have haunted the company for decades.

2、简化实务与手续：简化组织的实务能够在精简劳动负荷的同时传达出一条重要精神。应当限定审批的次数，同时精简那些纠缠公司数十年的连篇累牍的表格。

 

3. Hire “A’s” and “E’s”: Throughout Welch’s career, he has painted a vivid portrait of the types of leaders he felt promoted a boundaryless culture. He called them “A’s,” and they were those managers who could articulate a vision and then rally colleagues to take responsibility in making the vision a reality. He also said that “A’s” had the “Four E’s”: energy, edge, energizer (motivating others), and execution.

3、聘用“王牌”和四E人才：韦尔奇在他整个职业生涯中生动鲜明地描绘了他认为能够促进无界限文化的那种领导人。他把这些人称作“王牌”，他们能够阐明自己的远景设想，并且将同事们集结到身边，共同承担起将远景目标变为现实的责任。他还说，“王牌”人才具备 “四个E”：充沛精力、争锋能力、激励能力（鼓舞他人）和落实能力。

原件下载：