通用電氣CEO伊梅爾特離任感言：我們贏在市場，而非會議室

8月1日，弗蘭納將正式接替伊梅爾特，擔任通用電氣（下稱GE）新一任首席執行官。按照計劃，今年年底，弗蘭納還將接替伊梅爾特董事長一職。自此，伊梅爾特將徹底告別服務了16年的GE。作為傳奇領導者韋爾奇的繼任者，伊梅爾特總結了自己的10條感言。

我和通用電氣（以下簡稱GE）員工分享了以下博客內容。這是我擔任GE首席執行官期間的一些心得體會。

這是我給大家的最後一篇博客，我會提供一些在領導GE時的一些體會和經驗教訓。領導力是一個「獨幕劇」。另一方面，學習是所有優秀領導者的DNA特質。

一、設定高標準的目標

你必須一直著眼於未來，要有遠見，建立高標準，讓員工勇於擔當，即使再困難也要為公司的容譽而戰，「時刻關注著」每一天每一分鐘，尊重和激勵他人，作為競爭者，永遠要把精力放在最重要的事情上。

二、做出真正艱難的決定

這些大都是沒人願意做的事情，比如：削減股息，出售NBCU，收購Alstom。作為CEO，你不能害怕決策或批評。記住，每一份工作或決定在你真正走馬上任行動之前都會看似容易。永遠要走在光明的大道上，我學會了（在艱難的時候），你不能控制事件本身，但你可以控制管理好自己，好的領導者選擇行止有方的高效路徑。

三、走向未來，不要為曾經的投資而後悔

長遠目標是由一系列的短期目標累積而成，它是一種思維習慣。產業互聯網以及製造業將定義GE的未來。堅持不放棄，儘管有時我們的股東有超越流程的不同視角或價值觀，但「True North」會帶領GE業務走向最好的未來，未來業務的成長和發展會證明這一切。（翻譯註解：North是北方，人們通過確定北方的方位，來找到前進的方向，「True North」也就是真正的指針，是道德指針，儘管沒有單一方法可以讓你成為以為完美的領導者，但真誠地堅持有益於他人和社會的價值觀，會讓你成為一位出色的領導者）。

四、讓感知與事實保持同步

很多事情不是看似的簡單容易或直接了當。沒有數據支撐的事實就不是真相，「有時人們喜歡一吐為快」，並稱之為「直率」。他們自己感覺很好，但別人卻感覺更糟糕了。始終帶著解決方案，一切都是公開透明的。記得那件事只是前進道路上的一個過程，而不是一種判斷和結論。真相讓我們了解和面對事實和問題。

五、行事無論大小長短，自己都要深思而後行

最好的領導者是多才多藝的思想家，既懂戰略又關注細節，既有全球化的視野預見未來的10-20年，又能關注到每個季度的成長。有些事情讓別人總結出來好過自己說出來。

六、授能於人，相信你的團隊

當團隊有目標和被授能時是我們發展得最快的時候，我們發展最快的業務：全球化，數據化，綠色挑戰。。。所有這些都因為我們有一個行動高效的強大團隊，善用我們的規模。組織的權力必須要授出去。

七、 我們贏在市場，而非會議室

我們很容易被困在公司裡面，我始終堅信顧客決定我們的成功。圍繞在你身邊的「探索者」將影響未來，你必須聽他們的，並樂於嘗試和失敗。但成功需要做而非說。通用電氣擁有創紀錄的高儲備和市場份額，隨著時間的推移定將會有所回報。領導市場意味著必須非你不可，就像氧氣一樣。

八、 喜歡工作本身多於頭銜

我為你們和投資者工作。每天遠離你應該做的重要工作……而在會議室、外部論壇等等……浪費了你的時間。我從沒想過要成為一名CEO，但我喜歡CEO做的各種大量工作。沒有一份工作可以像GE這樣讓我實現目標與承諾。

九、永不放棄

MikeTyson說：「每個人都有策略，直到他們被擊中鼻子。」我知道我們可以做得更好。領導力是一種深刻的自我體驗。你能學多快？你願改變多少？你要給予什麼？你能承受哪些？

十、時刻領先

充分發揮自己的潛能……永遠感激工作、員工和崗位。我和GE團隊在一起的每一刻……他們對我來說就是世界上最重要的事情。我從來沒有見過能比一位在飛機引擎或醫療設備上工作的工程師更專註於他們工作的人，你必須建立個人關係。在任何領域，頂尖人才都想把事情做大做好。領導GE需要有能力關注每個人，和他們一起努力做好工作。

今天的通用電氣在全球基礎設施方面佔有重要的位置。我們重新規劃了GE的戰略和文化，在全世界各個重要的行業中建立了一個深入集中的投資組合。我們曾經也一直是：一個有奉獻精神，有使命感的公司，我們擁有最優秀的人才，我們支持全球團隊和客戶，鼓勵各種多元化的發展。

我們來到這家歷史悠久的公司有各種原因。主要是，我們加入了GE，做更多的事情，推動它的發展壯大，為我們所服務的世界創造奇迹，做出貢獻。今天和明天——這項工作仍在繼續。

傑夫·伊梅爾特2017年7月31日發表於LinkedIn的博客

Jeff Immelt發表在Linkedin的英文博客

I shared the following blog post with GEemployees. It』s about the lessons I learned as CEO of the company. Tomorrow, I will pass the baton over to John Flannery, who I knowis the right person to lead GE into the future.

Today is my last day as CEO of GE. Tomorrow, John Flannery takes charge ofthe world』s premier digital industrial company. I』ve known John for 20 years.He is a thoughtful, disciplined and inspiring leader. Our teams and customersrespect his judgment and his global focus. He is the right person to lead GEinto the future.

As I transition, I will be working closely with John and key stakeholders.However, this is my last blog to you. I thought I would offer some of thelessons I learned while leading GE. Leadership is a 「one-act play,」 and I』msure John will do the job his own way. On the other hand, learning is a part ofthe DNA for all good leaders. I never stopped learning, and I know John willkeep growing.

1. Set purpose with high standards.
You must always conceptualize the future; have a point of view. Seta high bar and hold people accountable. Be willing to fight in the alley topreserve reputation. 「Be on watch」 every minute of every day. Be respectful andmotivating; be a competitor. Always focus on the important stuff.

2. Make the really tough decisions.
These are the ones that no one really wants to do: cut the dividend,sell NBCU, buy Alstom. As CEO you must not fear judgment or criticism.Remember, every job or decision looks easy until you are the one on the line.And, always take the high road. I learned (the hard way) that you can』t controlevents; you can control yourself. But good leaders choose to take the highroad.

3. The future comes. Never apologize forinvesting in it.

The long term is about more thana series of short terms. It is about ideas. The Industrial Internet andAdditive Manufacturing will define GE in the future. Don』t give up. Our best GEbusinesses have had a 「True North」 to build the future. Sometimes our ownershave a different time horizon or value metrics more than the process. Goodbusiness people value the journey as well.

4. Keep perception and reality in sync.

This is not about candor; that is the easy part. Facts withoutcontext isn』t truth. Sometimes people want to 「unload everything on their mind」and call it candor. They feel better, everyone else feels worse. Always betransparent, but bring solutions. Remember that facts are a path to progress,not a way to pass judgment. Truth telling requires facts and context.

5. Act big and small, long and short; keep a lotof thoughts to yourself.

The best leaders are versatilethinkers. Must be comfortable with strategy and details. Must have a world viewthat is 10-20 years out; and quarterly. Leave a few things 「unsaid,」 so thatothers can have the last word.

6. Deputize others.

Trust your team. We move fastest when teams are purposeful andempowered. Our winning initiatives … global, digital, Ecomagination … all hadstrong teams that could move quickly and leverage our scale. Organization powershould be distributed.

7. We win in markets, not conference rooms.

It is easy to get trapped inside the company. I truly believe thatcustomers determine our success. Surround yourself with 「scouts」 who willnegotiate for the future. You must listen to them. Be willing to experiment andfail. But winning requires doing and not talking. GE has a record high backlogand market share that will pay off over time. Leading in markets must beexistential, like oxygen.

8. Like the work more than the title.
I worked for you and the investors. Every day away from the centraltask … at conferences, external councils, etc. … is a day off of mission. Inever cared that much about being a CEO, but I loved the multitude of tasksthat a CEO did. No job was ever beneath me. At GE, purpose and commitmentmatter.

9. Never give up.

Mike Tyson said, 「Everyone has a strategy until they get punched inthe nose.」 I know we can get better. Leadership is a deep journey intoyourself. How fast can you learn? How much can you change? What do you want togive? What will you put up with?

10.Lead in the moment. Give fully of yourself…always appreciate work, workers and jobs .
Every minute I waswith the GE team … they were the most important thing in the world to me. Ihave never met someone more dedicated to what they do than an engineer whoworks on an aircraft engine or a piece of healthcare equipment. You must buildpersonal relationships. Top performers -- in any field -- want do work thatmatters, and they want to be part of something bigger. Leading GE requires anability to focus on each person, helping them do their best work together.

GE today is a global infrastructure powerhouse. We have re-imagined ourstrategy and culture, building a deep, focused portfolio with leadership in theworld』s most important industries. We are also who we』ve always been: a companyof dedicated, driven people with a deep sense of mission. We are a meritocracywith the highest standards. We stand up for our global teams and customers andembrace diversity in all forms.

We』ve come to this historic company for many reasons. Mainly, we』ve joinedGE to do something more, to be a part of something bigger, and to make adifference for the world we serve. Today -- and tomorrow -- that workcontinues.

- from Jeff Immelt (GE CEO) July 31, 2017， Linkedin blog