Reflections on Management Paradigms

<strong>Reflections</strong> on Management Paradigms
(company name) activities outside his own sphere.”
Appraisee's reflections on this report thirty years
later:
“I'm glad I found this evaluation later or I might have
done something stupid – even if he had some pretty
good points. At the time, I probably wouldn't have
accepted the criticism. My boss chalked up my
“limitations” to “youthfulness and lack of maturity”
but fortunately didn't block me for the division job.
Thank goodness (a mentor's name) supported me.”
The defining quality
former CEO of GE. Jack excelled largely by using his
intuitive capacity, which is the defining quality of
leadership.
This thought is further amplified by what Andrew
Weil said so beautifully: “The greatest advances in
man's understanding of the universe are made by
intuitive leaps at the frontiers of knowledge, not by
intellectual walks along well-traveled paths.”
“Looking back, there were enough reasons for my
boss and others to have reservations. Obviously, I
wasn't a natural fit for the corporation. I had little
respect for protocol. I was an impatient manager,
especially with people who didn't perform.”
“I was blunt and candid and, some thought, rude. My
language could be coarse and impolitic. I didn't like
sitting and listening to canned presentations or
reading reports, preferring one-on-one conversations
where I expected managers to know their businesses
and to have the answers.”
“I loved “constructive conflict” and thought open
and honest debates about business issues brought
out the best decisions. If an idea could not survive a
no-holds-barred discussion, the marketplace would
kill it.”
Most of you may have guessed the CEO's name and
his company in this example. Yes, it's Jack Welch,
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