Tuesday, February 19, 2008

Depression In Men More Condition_symptoms

INTERESTING WAY OF JACK WELCH



Many of you know, Jack Welch, President and CEO of General Electric, the company's cream of the world some years ago, was elected the best manager of all times by Fortune magazine.
1. Leaders constantly renew their equipment, ensuring that the positions are occupied
by the right people, train them to do their job well and so motivate and recognize not only motivate them but the other team members.
2. Leaders must not only ensure that employees see the mission, but the living.
3. Leaders are charming, generate a lot of empathy, put in place the rest to find out how you should think and say, use a lot of emotional intelligence.
4. Leaders build trust with his honesty, transparency and merit, to be honest with everyone inthe company. The simplicity and humility is very important. Do not let your office, whatever, you go to your head.
5. Leaders have the courage to make unpopular decisions: the leader is not there to make everyone happy, but to lead. Many times the right thing, ethically, is not what we all love, however, have the strength to defend its principles.
6. Leaders cultivate their virtues, work there are many virtues that can be used: perseverance, time efficiency, prudence, fortitude to finish a job well done even when you're tired, unmotivated no easy optimism.
7. Leaders encourage risk and learning by example: if we want our people to do something new, we must first ourselves.
8. Leaders recognize the achievements of his team and celebrate big.
Another issue that I found very important in the book are your tips for getting a promotion:
1. Desempéñese with excellence, exceeding expectations and do more than it should ever have the chance.
2. Cultivate your relationship with your subordinates as well as it does with his superiors.
3. Participate from the outset in the main projects of the company to then take it into account.
4. Seek advice from their superiors.
5. Keep a positive attitude and propagate.
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