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Hot Seat: Hard-won Lessons in Challenging Times-Jeff Immelt

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The former CEO of General Electric, one of the most influential CEO's, shares the ideas and values of leadership he learned through times of crises. Jeff Immelt has always been one of my leadership role models. He leads with head and heart. This book shows how leadership is a full contact sport and Jeff leaves everything on the field. - John Donahoe, CEO, NikeRead this book. You'll be a better leader for it. - David Rogier, Founder and CEO, MasterClass__________In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy-GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE-one of America's biggest and most-heralded corporations-for direction. No pressure.Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima's nuclear reactors, which were designed by GE. But Immelt's biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE's focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled.In Hot Seat, Immelt offers a rigorous, candid interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won't protect any CEO from second-guessing, but Immelt explains how he's pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat is an urgently needed, and unusually raw, source of authoritative guidance for decisive leadership in uncertain times.__________A memoir of successful leadership in times of crisis: the former CEO of General Electric, named one of the "World's Best CEOs" three times by Barron's, shares the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the economic devastation of the 2008-09 financial crisis, and into an increasingly globalized world.

Book Hot Seat: Hard-won Lessons in Challenging Times Review :



As the old saying goes we learn from our failures more than success. I can only hope this is why anyone would read a book from one of the worst performing CEOs in American large company history. It wasn't a bad performance due to market conditions as competitors in the same segment gained. Then again Jeff flew two planes in case one broke so he wouldn't be inconvenienced then turned to preach to GE managers about reducing line employee cost and moving jobs oversees to save cash. He should be writing a book on corporate ethics next. Stay tuned.
Not a single table or graph or exhibit in the entire 320-page book? From a math major, and a student of the great Dr Kemeny at Dartmouth? (author of the greatest text ever written on Markov chains) Really, Jeff? GE botched 2 consecutive successions. There was no reason to force McNerney and Nardelli to leave after Immelt was ordained as Welch's successor. And the four heirs-apparent of Immelt in 2016 were more like than Four Horsemen on the Apocalypse than a dream team of leaders. Maybe when you spend more energy and HR bandwidth on succession than on, oh, say, buying low and selling high on industry bets (entering Baker Hughes at 2015? really? man camps in North Dakota didn't tip you off that we were at Peak Oil?), there's your problem.

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