Jack Welch with Suzy Welch Winning（精） 在线下载 pdf mobi 2025 epub 电子版

Jack Welch knows how to win.During his forty-year career at General Electric,he led the company to year-after-year success around the globe,in multiple markets,against brutal competition.His honest,be-the-best style of management became the gold standard in business,with his relentless focus on people,teamwork,and profist.

Since Welch retired in 2001 as chairman and chief executive officer of GE,he has traveled the world,speaking to more than 25.,000 people and answering their questions on dozens of wide-ranging topics.

Inspired by his audiences and their hunger for straightforward guidance,Welch has wirtten both a philosophical and pragmatic book,which is destined to become the bible of business for generations to come.It clearly lays out the answers to the most difficult questions people face both on and off the job.

Welch's objective is to speak to people at every level of an organization,in companies large and small.His audience is everyon from line workers to MBAs,from project managers to senior executives.His goal is to help everyone who has a passion for success.

Welch begins Winning with an introductory section called"Underneath It All,"which describes his business philosophy.He explores the importance of values,candor,differentiation,and voice and dignity for all.

The core of Winning is devoted to the real"stuff"of work.This main part of the book is split into three sections.the first looks inside the company,from leadership to picking winners to making change happen.The second section looks outside,at the competition,with chapters on strategy,mergers,and Six Sigma,to name just three.The next section of the book is about managing your career-from finding the right job to achieving work-life balance.

Welch's optimistic,no excuses,get-it-done mind-set is riveting.Packed with personal anecdotes and written in Jack's distinctive no b.s. voice,Winning offers deep insights,original thinking,and solutions to nuts-and-bolts problems that will change the way people think about work.

作者简介：

JACK WELICH beang his career with the General Electric Company in 1960,and in 1981 became the company's eighth chairman and CEO.During his tenure,GE'S market capitalization increased by $400 billion,making it the world's most valuable corporation.Mr.Welch is currently the head of Jack Welch,LLC,where he serves as an advisor to a small group of Fortune 500 CEOs and speaks to businesspeople and students around the world.He is the author of the #1 New York Times bestseller Jack:Straight from the Gut.

SUZY WELCH is the former editor of the Harvard Business Review.She attended Harvard University and Harvard Business School,and is the author of numerous articles about leadersip,creativity,change,and organizational behavior,and a contributor to several books about general management.

INTRODUCTION

"Every Day,There Is a New Question"

UNDERNEATH IT ALL

1 MISSION AND VALUES

So Much Hot Air About Something So Real

2 CANDOR

The Biggest Dirty Little Secret in Business

3 DIFFERENTIATION

Cruel and Darwinian?Try Fair and Effective

4 VOICE AND DIGNITY

YOUR COMPANY

5 LEADERSHIP

It's Not Just About You

6 Hiring

What Winners Are Made Of

7 People Management

You've Got the Right Players.Now What?

8 PARTING WAYS

Letting Go Is Hard to Do

9 CHANGE

Mountains Do Move

10 CRISIS MANAGEMENT

From Oh-God-No to Yes-We're-Fine

YOUR COMPETITION

11 STRATEGY

It's All in the Sauce

12 BUDGETING

Reinventing the Ritual

13 ORCANIC GROWTH

So You Want to Satrt Something New

14 MERGERS AND ACQUISITIONS

Deal Heat and Other Deadly Sins

15 SIX SIGMA

Better Than a Trip to the Dentist

YOUR CAREER

……

TYING UP LOOSE ENDS

Acknowledgments

Index

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想要获得员工们的信赖，领导们也应该赏罚分明、以身作则。他们绝不能霸占自己手下的成就，把别人的好主意窃为己有。他们应该有足够的自信和理智，不需要媚上欺下，因为他们清楚，团队的成功就是对自己的认可，或早或迟而已。在艰难的时期，领导们需要对做错的事情负责。在繁荣的时期，他们会慷慨地赞扬部下。

请记住，担任领导并不意味着给你授予了王冠，而是给你赋予了一项职责―使其他人身上最好的潜质发挥出来。为了实现这个目标，就必须让你的员工信赖你。假如你能表现出坦诚、守信、实实在在的品质,那么他们会的。

要想获得提升，更有效的办法则是拓展你的工作范围，采取大胆和超出期望的行动。树立新的观念、采纳新的流程，那不但会提高你自己的业绩，还会对你所在的部门甚至整个公司的业绩作出巨大贡献。改变自己的工作方式，让你周围的人都能干的更出色，让老板更有面子。不要只是做那些期望之内的事情。

早年在GE工作的时候，我就获得了这样的经验。那是我还在实验室工作，负责开发一种名叫PPO的新型材料。有一天，公司的某位副总裁来到我们所在的小镇，我的老板安排我向他介绍开发项目的最新进展。当时，我急于向他们证明自己的实力，所以提前一周加班准备材料。我不但分析了PPO的经济效益，还探讨了该产业中的其他所有工程塑料的前景。我最后递交的报告包括了一个五年展望计划，与杜邦、Celanese和孟山都（Monsanto）生产的同类产品的成本对比报告，以及一个GE应该如何取得竞争优势的大纲。

谦虚点说，我的老板和副总裁感到非常震惊。他们对此事的积极反应让我明白，向别人交出超出预期的业绩将产生很好的影响。

你需要当心，因为处理老板与下属的关系很容易掉进两个陷阱，这有可能摧毁你的职业前途。第一个陷阱是最普遍的，那就是你对自己的上级所花费的精力太多了，结果，你太远离自己的部下，丧失了他们的支持和爱戴。第二个陷阱则相反，你与自己的部下靠的太近，跨越了边界，对他们来说，你的举动太像伙伴，则失去了老板的尊严。

这两种情况都是不利的。

因此，在处理与下属的关系时，你要学会在以上两种极端之间行事。这样，在晋升机会来临的时候，下属们对你的评价将是最为有利的：你很公正、很认真、你对他们是严厉的爱。

当我们找到自己最适合做的事情时，将是最快乐，最满足的

在你成为领导者之前，成功只同自己的成长有关。当你成为领导者以后，成功都同别人的成长有关

1.坚持不懈地提升自己的团队，把同员工的每一次会面都作为评估，指导和帮助他们树立自信心的机会

2.让员工不但要怀有梦想，而且还要拥抱它，实践它。

3.深入员工中间，向他们传递积极的活力和乐观精神。

4.以坦诚精神，透明度和声望，建立别人对自己的信赖感。

5.有勇气，敢于作出不受欢迎的决定，说出得罪人的话。

6.以好奇心，甚至怀疑精神来监督和推进业务，要保证自己提出的问题能带来员工的实际行动。

7.勇于承担风险，勤奋学习，成为表率。

8.学会庆祝。

即使对那些已经有一定信心的人，你也要把握每个时机，持续不断地鼓励他们。要毫不吝啬地加以表扬，越具体越好

成功的公司都信奉冒险和学习

做领导就是要面临各种挑战--作好各个方面的平衡，肩负各种责任承受一切压力。

必须作评估--让合适的人去做合适的工作，支持和提拔那些表现出色的人，把那些不适合的人员调开。

必须提供指导--引导，批评和帮助下属，提高他们在各方面的能力。

最后，必须树立员工的自信心--向员工倾吐你的激励，关心和赏识。自信心能够增强员工的可塑性，冒险精神和超越梦想的勇气，是胜利队伍的助燃剂

最理想的做法是，在明星离开的8小时内任命他的替代者。这个迅速的行动会把信息明确传递给整个公司--没有人是公司离不开的，没有哪个人能够凌驾于公司之上。

层级的增加必然减缓工作的进度，因为它们增加了审批的程序，使大家需要召开更多的会议才能推动工作的开展。它们以一种讨厌的形式，把新的业务或者小的单位淹没在大公司中，埋葬在官僚作风盛行的巢穴中。它们把优秀的人才束缚在森严的层级制度里面，培养不出伟大的将军

经理人必须接受这样的事实--员工的离开是不可避免的，不能完全交给人力资源部门就撒手不管，不能靠闭上眼睛来...

如果把每天都看成培养人的过程，该是怎样的一种心情？实际上，请把自己当做一个园丁好了，一手提着洒水壶，一手提着肥料桶。偶尔，你需要去除一些杂草，但是大多数时候，只要浇水施肥、细心呵护就可以了。随后，你就能看到满园花开。

对于同一件事情，任何人都有自己不同的角度。一些精明的人能够--也愿意--无休止地从各个角度来分析问题，但是，有决断力的人却知道什么时候应该停止评论，即使他并没有得到全部的信息，也需要作出坚定的决定。

在任何层次的经理人中间，最糟糕的那种类型就是迟疑不决的人，他们总是说：＂把事情推迟一个月，我们再好好地、认真地考虑一下。＂还有另外一类人，他们明明同意了你的建议，但是等其他人来到他们的房间以后，他们的想法又改变了。我们把这些缺乏主见的人叫做＂首鼠两端的老板＂。

编辑推荐

Wall Street Journal and New York Times Bestseller.

"No other management book will ever be needed."--Warren E.Buffett

书籍介绍

《赢》的内容涵盖从管理理念到管理实践的诸多方面。杰克·韦尔奇将自己全部的管理心得和智慧通过《赢)》与更多的管理者交流。从企业中泛滥而空洞的“使命”说起，谈到每家公司都会面临的危机管理，再到预算管理、员工招聘等诸多日常工作，韦尔奇逐一提出了自己独特而富有智慧的解决方案，并与广大读者分享了他作为成功管理者的思维方式。

作为“全球第一CEO”，韦尔奇不惜笔墨地总结了自己成功的职业生涯，为每一位职业经理人提供了极富建设性的意见和理念。

我们推荐企业高层管理者阅读《赢)》，因为你可以从中全面审视并深入思考自己的管理理念和方式、方法。

然而，《赢(第2版)》最为神奇的地方在于，无论你是财务人员，还是生产线上的技术工人；无论你是部门管理者，还是最基层的普通员工，《赢(》都将有利于你更好地了解你所在的工作环境，理解陌生部门的工作，甚至理解公司高层的指令和意图，进而帮助你与同事一道改善工作流程、提高工作效率；同时也完善自己的职业规划。

当然，最重要的是，这《赢》将帮助你和周围的人更从容地面对未来的挑战。

If you judge books by their covers, Jack Welch's Winning certainly grabs your attention. Testimonials on the back come from none other than Warren Buffett, Bill Gates, Rudy Giuliani, and Tom Brokaw, and other praise comes from Fortune, Business Week, and Financial Times. As the legendary retired CEO of General Electric, Welch has won many friends and admirers in high places. In this latest book, he strives to show why. Winning describes the management wisdom that Welch built up through four and a half decades of work at GE, as he transformed the industrial giant from a sleepy "Old Economy" company with a market capitalization of $4 billion to a dynamic new one worth nearly half a trillion dollars.

Welch's first book, Jack: Straight from the Gut, was structured more as a conventional CEO memoir, with stories of early career adventures, deals won and lost, boardroom encounters, and Welch's process and philosophy that helped propel his success as a manager. In Winning, Welch focuses on his actual management techniques. He starts with an overview of cultural values such as candor, differentiation among employees, and inclusion of all voices in decision-making. In the second section he covers issues around one's own company or organization: the importance of hiring, firing, the people management in between, and a few other juicy topics like crisis management. From there, Welch moves into a discussion of competition, and the external factors that can influence a company's success: strategy, budgeting, and mergers and acquisitions. Welch takes a more personal turn later with a focus on individual career issues--how to find the right job, get promoted, and deal with a bad boss--and then a final section on what he calls "Tying Up Loose Ends." Those interested in the human side of great leaders will find this last section especially appealing. In it, Welch answers the most interesting questions that he's received in the last several years while traveling the globe addressing audiences of executives and business-school students. Perhaps the funniest question in this section comes at the very end, posed originally by a businessman in Frankfurt, who queried Welch on whether he thought he'd go to heaven (we won't give away the ending).

While different from the steadier stream of war stories and real-life examples of Welch's first book, Winning is a very worthwhile addition to any management bookshelf. It's not often that a CEO described as the century's best retires, and then chooses to expound on such a wide range of management topics. Also, aside from the commentary on always-relevant issues like employee performance reviews and quality control, Welch suffuses this book with his pugnacious spirit. The Massachusetts native who fought his way to the top of the world's most valuable company was in many ways the embodiment of "Winning," and this spirit alone will provide readers an enjoyable read. --Peter Han

点击链接进入中文版：

赢(第2版)

• 作者：丸子(^.^)v 发布时间：2014-01-13 06:23:08

  职场人士必读^ ^

• 作者：海阔天空 发布时间：2021-11-06 15:28:09

  很难想象这是公募基金经理的起步，类似于当年三大报的股评，可能有一些有意义的东西，但难以区分，对于量价时空的判断不确定性很大。最吊诡的是现在以深度价值投资标签示人。

• 作者：拜大五郎 发布时间：2011-05-24 14:50:33

  一种企业文化

• 作者：離。 发布时间：2014-12-13 14:47:03

  2008

• 作者：Lombardi 发布时间：2012-09-05 16:13:15

  welch讲故事

• 作者：Alex 发布时间：2010-04-24 05:05:16

  “使命感和价值观”、“坦诚”、“考评”、“发言权和尊严”。无论参与什么游戏，都要尽可能地投入。 领导力的八个准则、招聘的4E1P计划。#

• 《赢》的读后感

  作者：飞觞 发布时间：2013-07-29 16:25:45

• 不管你是不是，想不想做管理者，都翻翻这本书吧

  作者：dennis 发布时间：2013-10-10 20:11:13

  我不是韦尔奇的fans，管理领域唯一一个让我尊为大师的人是德鲁克。而且，我也并不同意韦尔奇在书中的所有观点，尤其是他对“硅谷的高科技公司”的看法。但我还是愿意强烈推荐本书给所有在职场中行走的人，不管你现在是不是管理者，将来是不是想要做管理者。

  我猜想韦尔奇选择“winning”作为书名，这个赢并非意味着打败谁，而是意味着选择一种你希望选择的生活。我佩服韦尔奇的是，在这本书中，他非常坦诚地谈到了方方面面的看法而没有试图去掩盖什么。用老套的话说，要想赢首先要有好心态。韦尔奇显然不断地在强调这一点。整本书给我留下深刻印象的关键词其实只有几个：心态，得到与失去，换位思考。

  身边的朋友和同事中，包括在微博或是其他地方，时常会看到一些充满怨气的人，对他们来说，世界相当的不公平，遇到的老板都是坏人，没有人在意他们，等等等等。

  其实，怎么说呢，说的直白点，一个人越早意识到“其他人对自己是没有义务和没有责任的”越好。小朋友经常觉得自己是世界的中心，世界应该围绕他来转，家长的责任就是让小朋友认清事实。整本书中，最让我赞同的应该是“工作与生活的平衡”这一章的内容。要得到什么就一定需要失去些什么，所谓的平衡从来就不是指两边都是兼顾，而是两边都需要放弃一些东西，当然，放弃什么取决于个人的决定，没有对错和高下，但至少要搞明白，你需要放弃掉一些东西。

  而换位思考是不少人在嚷嚷却很少真正能做到的。不能做到换位思考的原因很简单：当你没有特定经历的时候， 凭借想象是很难换位的，尤其是对方和你根本不在一个层级上的时候。举个极端的例子，我就不可能对女性进行换位思考，因为我从来没有也不可能会有她们的经历。然而，韦尔奇的这本坦诚之书却可以帮助了解一个老板的看法和想法，所以，虽然我并不认同这本书的所有观点，却依然强烈推荐这本书。我想，单是它给你带来的换位思考的冲击就值回你投入这本书的时间和精力了。