Hot Seat, What I Learned Leading a Great American Company by Immelt, Jeff -- Read -- Imperial Library of Trantor

Index

Cover Title Page Dedication Prologue Chapter 1: Leaders Show Up

Threading the Needle Stoking GE’s Growth Engine Waking to a Nightmare Facing Disaster Absorbing Fear Putting Customers First

Chapter 2: Leaders Learn Every Day

“Don’t Complain—Fix It!” Be Willing to Stand Apart Choose Purpose Over Money See Through Your Customer’s Eyes Learn to Take the Heat Get a Thicker Skin Valuing Growth Launching the LightSpeed Who’s Next in Line? Your Peers Promote You

Chapter 3: Leaders Invest in Growth

A Time for Change Technology First Protect the Builders Fulfilling the Dreamliner Dream Don’t Fall in Love with an Idea Pivot to Grow Seize Opportunity Don’t Be Afraid to Act

Chapter 4: Leaders Are Systems Thinkers

Communicating with the World Green Is Green The Digital Future Competing for Talent Bringing the Team Along Not Finishing the Job

Chapter 5: Leaders Persevere in a Crisis

Bundle at Your Peril Beware a Cold Snap Darkness Visible Rolling Paper “Let’s Get the Money” Fishing for an Anchor The Killer Chart Stepping into Liquid Cutting the Dividend

Chapter 6: Leaders Make Big Companies Small

Facing Reality Retaining the Best It Starts with You The Soul of GE Reimagining Crotonville Leadership Explorations Valuing Everyone

Chapter 7: Leaders Compete Around the World

Becoming the Jobs Czar There’s Always a Crisis Somewhere Investing in Local Capability Persisting Through Volatility Cementing Relationships Hiring Local Teams China Matters Most A Little Bit of We

Chapter 8: Leaders Manage Complexity

Creating Incremental Value Pattern Recognition An Aspiration to Lead Private Equity: A Modern Conglomerate? Developing Trustworthy Leaders A Bias for Innovation Constantly Simplifying Operational Transparency Peer Learning & Peer Pressure

Chapter 9: Leaders Solve Problems

Managing Risk Welcome to the Hotel California Shooting for the Moon Keeping the Lid on Tight Secretive No More Leveling with Our People Activists Abound Sell, Sell, Sell! Mission Accomplished

Chapter 10: Leaders Are Transparent

A Simple Deal (in a Market We Knew) A Position of Strength A Leader Stops Leading Integrating Alstom Overt Transparency Close the Deal, Lose the Leader? The Business Suffered

Chapter 11: Leaders Are Accountable

Grooming the Candidates The Home Stretch Valuing the Company Every Job Looks Easy (Until You’re the One Doing It) Activist Investors Weren’t the Answer for GE A Short Tenure

Chapter 12: Leaders Are Optimists

Owning Some Mistakes The Case for Listening (Most of the Time) Life After GE Change for the Better

Acknowledgments About the Author Index Copyright