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).

上司要素（The Boss Element）

韋爾奇想從通用電氣公司中消除掉“上司要素”。他認(rèn)為“通用電氣公司應(yīng)當(dāng)在創(chuàng)意上獲勝”，而不是依靠維持一套僵化的等級制度來獲勝。通用電氣公司的軟件變革階段便旨在解放員工，讓他們有機會把自己認(rèn)為應(yīng)當(dāng)如何經(jīng)營公司的想法告訴上司。韋爾奇曾經(jīng)說過，通用電氣公司不能容忍嚇唬員工的專權(quán)管理人員，即便他們的確能夠完成財務(wù)指標(biāo)。這種管理人員根本就不符合通用電氣公司理想的領(lǐng)導(dǎo)形象。韋爾奇理想的管理人員具備“四個E”，也就是擁有充沛的精力和鋒芒棱角（競爭能力）、能夠激勵他人、而且能落實工作的人才（見 “領(lǐng)導(dǎo)資格四個E”）。

 

SIGNIFICANCE OF WORK-OUT IN REMOVING THE BOSS ELEMENT

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).

 “群策群力”在清除“上司要素”方面的重要作用

憑借“群策群力”，韋爾奇在消除通用電氣公司中的上司要素方面取得了長足的進展。數(shù)十年來通用電氣公司的管理方法與大多數(shù)其它大型企業(yè)一樣，上司負(fù)責(zé)掌管，而隊伍則跟在后面亦步亦趨，否則就要吃苦果。“群策群力”倡導(dǎo)行動增強了員工的勢力，使他們在如何管理企業(yè)方面有了發(fā)言權(quán)，從而徹底顛覆了等級制度。通過采集員工們的建議，通用電氣公司便有證據(jù)來表明事情應(yīng)當(dāng)改進。韋爾奇確保管理人員能聽取最熟悉工作的員工的意見，從而幫助根除了上司依靠專權(quán)手段來領(lǐng)導(dǎo)的那種文化（參見“群策群力”）。

 

Lessons in removing “the boss element”

關(guān)于消除“上司要素”的經(jīng)驗教訓(xùn)

 

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.不能寬貸依靠嚇唬來領(lǐng)導(dǎo)的管理人員：留下那些并不親身實踐公司價值觀的員工和管理人員，這是大型公司對錯誤的一種縱容。在韋爾奇先生看來，這是最糟糕的惡行之一。如果真要消除上司要素，那除了消滅“獨裁者”和“大人物”外別無它途。

 

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、簡化實務(wù)與手續(xù)：簡化組織的實務(wù)能夠在精簡勞動負(fù)荷的同時傳達出一條重要精神。應(yīng)當(dāng)限定審批的次數(shù)，同時精簡那些糾纏公司數(shù)十年的連篇累牘的表格。

 

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：韋爾奇在他整個職業(yè)生涯中生動鮮明地描繪了他認(rèn)為能夠促進無界限文化的那種領(lǐng)導(dǎo)人。他把這些人稱作“王牌”，他們能夠闡明自己的遠(yuǎn)景設(shè)想，并且將同事們集結(jié)到身邊，共同承擔(dān)起將遠(yuǎn)景目標(biāo)變?yōu)楝F(xiàn)實的責(zé)任。他還說，“王牌”人才具備 “四個E”：充沛精力、爭鋒能力、激勵能力（鼓舞他人）和落實能力。