The initiative was launched at the end of 1995 with 200 projects and training programs. This became 3,000 projects and more training in 1996, and 6,000 projects and even more training in 1997. So far, it has been a stunning success, delivering more benefits than ever envisaged. Here, the audience is told how quality efforts reduce costs and mistakes, enhance productivity, lead to greater market share and eliminate the need for investment in new plant and equipment. At the end of this January encounter, Welch sums up the meeting and asks for even better performance for the future.
Most great leaders are masters at communicating their desires.
Welch doggedly repeats the key messages again and again, reinforcing them at every opportunity. He also sets precise performance targets and monitors them throughout the year. By preaching from the top down to the bottom, Welch's leadership style is reinforced up and down the organization. He skillfully uses rewards to drive behavior, with everyone getting bonuses such as stock options and cash as well as salary increases. Welch knows his people well enough to trust them and their judgments.