Winning by Jack Welch, Suzy Welch

executive in San Diego. After all, I’ve had a couple of years to think it over!
     
     
     
    THE ACID TESTS
     
    Before you even think about assessing people for a job, they have to pass through three screens. Remember, these tests should come at the outset of the hiring process, not right before you’re about to sign on the dotted line.
    The first test is for integrity. Integrity is something of a fuzzy word, so let me tell you my definition. People with integrity tell the truth, and they keep their word. They take responsibility for past actions, admit mistakes, and fix them. They know the laws of their country, industry, and company—both in letter and spirit—and abide by them. They play to win the right way, by the rules. *
    How can you test for integrity? If a candidate comes from inside your company, that’s pretty easy. You’ve seen him or her in action or know someone who has. From the outside, you need to rely on reputation and reference checks. But those aren’t foolproof. You also have to rely on your gut. Does the person seem real? Does she openly admit mistakes? Does he talk about his life with equal measures of candor and discretion?
    Over time, many of us develop an instinct for integrity. Just don’t be afraid to use it.
    The second test is for intelligence. That doesn’t mean a person must have read Shakespeare or can solve complex physics problems. It does mean the candidate has a strong dose of intellectual curiosity, with a breadth of knowledge to work with or lead other smart people in today’s complex world.
    Sometimes people confuse education with intelligence. I certainly did that at the start of my career. But with experience, I learned that smart people come from every kind of school. I’ve known many extremely bright people from places like Harvard and Yale. But some of the best executives I’ve worked with have attended places like Bryant University in Providence, Rhode Island, and the University of Dubuque, in Iowa.
    GE was lucky to have all these people on its team.
    My point is that a candidate’s education is only a piece of the picture, especially when it comes to intelligence.
    The third ticket to the game is maturity. You can, by the way, be mature at any age, and immature too. Regardless, there are certain traits that seem to indicate a person has grown up: the individual can withstand the heat, handle stress and setbacks, and, alternatively, when those wonderful moments arise, enjoy success with equal parts of joy and humility. Mature people respect the emotions of others. They feel confident but are not arrogant.
    In fact, mature people usually have a sense of humor, especially about themselves!
    As with integrity, there is no real test for maturity. Again, you have to rely on reference checks, reputation, and most important, gut.
     
    THE 4-E (AND 1-P) FRAMEWORK
     
    The 4-E framework took years for me to solidify. No doubt other people have other frameworks that work very well in building winning teams. But I’ve found this one was consistently effective, year after year, across businesses and borders.
    The first E is positive energy. We just talked about this characteristic in the chapter on leadership. It means the ability to go go go—to thrive on action and relish change. People with positive energy are generally extroverted and optimistic. They make conversation and friends easily. They start the day with enthusiasm and usually end it that way too, rarely seeming to tire in the middle. They don’t complain about working hard; they love to work.
    They also love to play.
    People with positive energy just love life.
    The second E is the ability to energize others. Positive energy is the ability to get other people revved up. People who energize can inspire their team to take on the impossible—and enjoy the hell out of doing it. In fact, people would arm wrestle for the chance to work with them. *
    Now, energizing others is not just about giving Pattonesque speeches.