Podcast appearances and mentions of Jeff Immelt

In this conversation, I'm joined by Robert E. Siegel, author of The Systems Leader, to unpack the essential mindset shifts leaders must make in a complex, fast-moving environment. We explore the tensions leaders face—like balancing innovation with execution, and strength with empathy—and how the most effective leaders navigate these paradoxes with clarity and purpose. Drawing from real stories of leaders like Jeff Immelt of GE and Michael Dowling of Northwell Health, Robert shares why systems thinking, strong relationships, and the ability to adapt are no longer optional—they're essential. If you want to lead with greater clarity in the chaos, this episode is for you. Buy Robert's Book ⁠"⁠The Systems Leader"⁠ Visit Robert's ⁠⁠Website⁠⁠ Follow Robert on ⁠LinkedIn⁠ Join my weekly ⁠⁠newsletter⁠⁠. Learn more about my ⁠⁠books and courses⁠⁠. Join ⁠⁠The Essentialism Academy⁠⁠. Follow me on ⁠⁠LinkedIn⁠⁠, ⁠⁠Instagram⁠⁠, ⁠⁠X⁠⁠, ⁠⁠Facebook⁠⁠, and ⁠⁠YouTube⁠⁠.

SEASON 3 EPISODE 108: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:45) SPECIAL COMMENT: If Donald Trump were a foreign agent trying to destroy the U-S from within… what would he be doing differently? Crash the stock market, bring on a recession, make it worldwide, with economic policies so insane that yesterday CNBC called them insane, not only get out of NATO but pit the US AGAINST NATO, sacrifice countries to the Russian dictator, push a cease fire in Ukraine that serves only to give Russia 30 days to re-fortify their troop positions, threaten our forever allies like Canada and Mexico, cut off humanitarian aid fast enough to start killing people via disease outbreaks in the same month, start dragging citizens and LEGAL immigrants off the streets and hold them incommunicado in distant concentration camps without trial prior to deportation, try to break the constitution to hold office to avoid prison, blackmail the owners of the major media companies to support him or at least destroy their news outlets, violate every law and make sure all the prosecutors and judges are loyal to you and NOT to the law, decapitate not the EXCESS in government but the people who know how to stop plane crashes and epidemics, turn the agencies over to every con man and idiot and loser and lunatic he could find, roll back human rights for minorities, burn all governmental records, base his decisions on the failed economic policy of 1894 that the professor must’ve been talking about the ONE day he didn’t cut class in college, give a line item veto to a compulsive liar drugged-up foreigner who literally blows up everything he touches, and finally take a 100 million dollar bribe (I’m sorry, contribution) in public during a live infomercial for the druggie’s self-driving self-detonating cars. AND WHY WOULD Democrats give these creatures what they want? Why would Chuck Schumer try to finesse the Continuing Resolution as it comes to the Senate, when it is really just a bill to let Musk continue to resolve to shut down the government. Amazingly, Democrats fear being blamed if they block the bill and... there is a COMPLETE shutdown of the government. It's madness. The Republicans celebrate what the Democrats fear. AND UPDATED FOR 2025 with unspoken references to Trump and a video montage spanning the hero's time to literally this month that ended with Elon Musk and the loudest booing I've ever heard, last night saw the first preview of George Clooney's Broadway version of "Good Night And Good Luck" in which he stars as Murrow. It's a technical masterpiece and the message is as ever timely and even urgent. And I had the privilege of being there. B-Block (27:50) THE WORST PERSONS IN THE WORLD: Baseball has more new crap caps, only among these is one that spells out a vulgar Hispanic term for women's breasts. One of Marco Rubio's top State Department employees turns out to have been an online troll aimed at... Marco Rubio. And The Guardian asks "Is Stephen A. Smith The Answer for the Democrats" and the answer is surprisingly simply: no damn way. C-Block (43:00) THINGS I PROMISED NOT TO TELL. Since Stephen A. is clearly part of an organized campaign to make us all stop breaking into laughter at the thought of him running for president, let me just tell the story of why moving from sports into politics may not be the best idea. I use as my example... myself. See omnystudio.com/listener for privacy information.

SEASON 3 EPISODE 102: COUNTDOWN WITH KEITH OLBERMANN BULLETIN A-Block (1:44) BULLETIN: Now FIVE different anchors of color have been dismissed, demoted, or had their shows cancelled in an MSNBC purge so brutal and racist that it makes you think the place is being run by Elon Musk. The newest victims? Katie Phang, gone. Jonathan Capehart, loses his show. Ayman Mohyeldin, who was held up as the example of "we're not racist, we're giving him the show" when Mehdi Hasan was fired? HE'S lost the show. There wasn't even a non-anchor of color fired as cover (Katy Tur?) If this sounds familiar it's the same playbook used at CNN three years ago. Destroy the product, drive away the audience, claim it's about business and not fascism. And it's something GE wanted to do with MSNBC in 2009 when our success was too much trouble for Chairman Jeff Immelt. And where by the way are the protests from Maddow, Hayes, or O'Donnell? (9:00) ON JOY REID'S FIRING: repeated from today's full episode of the podcast. Feel free to not listen again, it's half an hour. Yes, firing her is racist and maybe worse yes it is designed to keep out people who might think differently and it is designed to reward professional political salespeople like party chairmen and press secretaries. But most of all, since they also fired Alex Wagner, it means that four women of color have solo hosted prominent shows ON MSNBC and all four of them have now been fired. See omnystudio.com/listener for privacy information.

SEASON 3 EPISODE 73: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:44) SPECIAL COMMENT: Is Elon Musk going to buy MSNBC and turn it into pro-Trump propaganda channel? And, if not Musk – could somebody else? I may be asking the question backwards. Is there anybody to STOP someone, Musk or not, from buying MSNBC and turning it into pro-Trump propaganda? Well – who stopped Musk from doing that to Twitter? Who stopped Warner BROS Discovery from buying CNN and doing that incompletely but sufficiently enough to render CNN irrelevant in television news? We don't know for certain that MSNBC is for sale. Companies like Comcast take assets like MSNBC – which by itself has made a profit of something around five or six billion dollars since I made it into “the liberal news channel” in 2006 – and spin them off into another separate company they also own, and throw in CNBC and Oxygen and The Golf Channel and USA Network and half a dozen other assets and do it so hastily they don't even have a name for the new company and they're just calling it “SpinCo” – companies like Comcast do that all the time and never sell the new separate company oh no I'm being informed they never do that. Musk and Trump Junior have now had a "joking" exchange about it online but it underscores that this is exactly what Musk did to twitter and there's nobody and nothing to stop him from doing it here. This comes as The Wall Street Journal reports how corporations are seeing Musk as the new portal to Trump - and so is China. And as a purported old friend of his is insisting Musk has lost control of himself. This did not begin with the Joe Scarborough Trump disaster last week (though his audience in the "advertiser demo" is down to 51,000 people). It didn't even start with Trump. It pre-dates even my arrival there in 1997. MSNBC and NBC News and NBC and NBC's corporate owners have been at loggerheads continuously since long before the first newscast in 1996. To understand what's happening now, you have to understand what's happened already. B-BLOCK (31:35) SPECIAL COMMENT 2: This is not MSNBC's first existential crisis. The pre-Comcast corporate ownership at GE was ready to not merely sell the then-newly profitable network in June 2009, it was ready to shut it off and shut it down, just because the mother of the chairman of GE was a Fox fan and Bill O'Reilly was insulting her son. What happened then, and what happened with my departure in 2011, again forms a straight line with the sudden spin-off and the Musk "joke." C-BLOCK (48:00) THE OTHER WORST PERSONS IN THE WORLD: The Philadelphia police department thinks a burned body may be "suspicious" (no; it happened naturally). Pete Hegseth once insisted it couldn't be rape if she was too drunk to refuse consent. And Nancy Mace and her chest are attacked by her former Communications Director. It's all part of life's rich pageant.See omnystudio.com/listener for privacy information.

We are back for part two of the GE story. In the first episode, we covered GE as a company that effectively embraced research and invention within a broader organization.  In this episode, we're going to talk about everyone's favorite or least favorite topic: Capital M Management.  How did GE develop a practice of management that was copied by every CEO at the time? Why did companies like Honeywell, Boeing, 3M, ABB, Medtronic, Home Depot, Twilio, and almost Uber, come to GE for their CEOs? And what was GE doing to provide endless fodder for 30 Rock jokes?  How did Jack Welch grow GE into a ~$450B company? And how–and why–did GE become one of the worst-performing stocks on the Dow Jones under Jeff Immelt? Have we already witnessed the beginning of the end for GE? Or are we about to witness a corporate phoenix rise again? We'll take you through 50 years of modern GE history and share our takeaways from studying GE's most iconic leaders and their biggest strategic bets.  (2:18) Jack Welch: The Management Era (33:19) GE Capital (43:35) Jeff Immelt: Bad or Unlucky? (1:06:45) Larry Culp: GE's first outsider CEO (1:12:46) Operator Playbook: what tactics will we borrow from GE? (1:17:21) The Future of GE?

SERIES 2 EPISODE 176: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:45) SPECIAL COMMENT: DON'T BE FOOLED. TRUMP HAS SET THE TABLE SO HE CAN BAIL OUT ON THE DEBATES. "Please let this TRUTH," Trump wrote after the CNN and ABC debates were announced (and "TRUTH" is just an ironic brand name, like everything else Trump calls his crap), "serve to represent that I hereby accept debating Biden on Fox News. The date will be Wednesday, October 2nd. The hosts will be Bret Baier and Martha MacCallum. Thank you.” The Publishers' Clearing House style childish fake legalese ("Represent...hereby...thank you") is the tell. Trump has agreed to the two debates with Biden and simultaneously given himself a way out of going to either of them. Some time between now and the Atlanta debate next month he can simply insist Biden "recommit" to the imaginary third debate, and when Biden refuses, he can back out - claiming Biden backed out first. A late statement from the Biden campaign yesterday showed I'm not the only one thinking this could be in the cards. It's Trump to a tee: What does he have to gain from a debate in which there is no audience, where microphones go off automatically when time expires, and in which Biden does not flail. ALSO: HOW DID MSNBC LET THAT SCOOP GET AWAY? An in-court witness told them, live, Tuesday night, that he saw Trump reviewing the comments of his surrogates who insulted the judge and his family in Trump's place. It was evidence that there was a Trump conspiracy to evade the gag order and it was a huge story. And Alex Wagner changed the subject. Regardless: Justice Merchan must conduct a hearing immediately. It was Trump who CALLED Mike Johnson and the other Republican prostitutes his "surrogates." Presumably there will be more of them today. They are a new and clever means of Trump violating the order by proxy and Merchan should send him to jail for it. B-Block (31:28) POSTSCRIPTS TO THE NEWS: "How MSNBC's Leftward Tilt Delivers Ratings, and Complications," read the headline in The New York Times. Suddenly I was young again. This was obviously some sort of re-print from 2007. My hair was dark, I could still digest pizza. The sub headline made me happier still: "NBC's leaders have been forced to grapple with how to square its cable news network's embrace of progressive politics with the company's straight-news operation.” Ah yes, thumbing through my scrapbooks from 2006 and 2007 and – that was in the New York Times YESTERDAY? SERIOUSLY? NBC executives are still exploiting The New York Times to whine about the "partisanship" of MSNBC? Holy crap! C-Block (49:00) THINGS I PROMISED NOT TO TELL: Since we're on this subject, time to re-tell the saga from June 2009 when the "friction" The New York Times reported on yesterday as if it were new (or even just not impossibly old) was so bad that the Chairman of GE - the corporation that then owned us - had decided to take MSNBC off the air because the $200,000,000 a year we made him just wasn't enough to compensate him for having his conservative Mom call up and yell at him.See omnystudio.com/listener for privacy information.

BIO: William D. Cohan, a former senior Wall Street M&A investment banker for 17 years at Lazard Frères & Co., Merrill Lynch, and JPMorgan Chase, is the New York Times bestselling author of seven nonfiction narratives, including his most recent book, Power Failure: The Rise and Fall of An American Icon.STORY: William discusses lessons from his most recent book, which is a story of General Electric (GE), a former global company with facilities worldwide. In his book, William focuses on former GE CEO Jack Welch, who took over the company in 1981 and increased its market value from $12 billion to $650 billion. This company became one of the world's most valuable and respected companies, and then it all fell apart.LEARNING: Leadership matters. You are not always right. Achieve the numbers in an ethical manner. “I try to write books that I like to read, with great characters and great stories. And, yes, it's a long book, but I think it's a great story and worth your time.”William Cohan Guest profileWilliam D. Cohan, a former senior Wall Street M&A investment banker for 17 years at Lazard Frères & Co., Merrill Lynch, and JPMorgan Chase, is the New York Times bestselling author of seven nonfiction narratives, including his most recent book, Power Failure: The Rise and Fall of An American Icon.William is a former guest on the show on episode 739: Get the Numbers Right Before You Invest. Today, he's back to discuss lessons from his most recent book, which is a story of General Electric (GE), a former global company with facilities worldwide. In his book, William focuses on former GE CEO Jack Welch, who took over the company in 1981 and increased its market value from $12 billion to $650 billion. This company became one of the most valuable and respected companies in the world, and then it kind of all fell apart.Leadership mattersThe ability of a company to adapt and flexibly evolve in response to market changes is crucial for sustained success. This is vividly illustrated through the leadership tenures of Jack Welch and Jeff Immelt at General Electric (GE), where Welch's strategic boldness and Immelt's subsequent decisions markedly impacted the company's fortunes. The two leaders demonstrate the importance of getting the right man on the right job.Welch was among five candidates vying to become CEO in 1981. He was picked as the CEO because he was potentially the most disruptive—he was going to be this change agent, there was no doubt about it. Welch had pledged to disrupt things to change how GE was run, and he was frankly a fantastic leader. People loved working for him, and he got more out of people than they thought possible. Welch was beloved, feared, respected, and delivered.When choosing a successor, Welch gravitated towards Immelt because he went to Dartmouth and Harvard Business School, got his Ph.D. from the University of Illinois, and was generally intelligent. However, Immelt didn't understand GE Capital. He didn't understand finance well or know the dangers of borrowing short and lending long.Borrowing in the commercial paper market is like a 30-day liability, and lending out 7-10 years means that if something happens and dries up your source of capital, you're toast. This saw him make wrong decisions, which significantly impacted the company.In comparison, when Jack Welch made...

SEASON 2 EPISODE 148: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:44) SPECIAL COMMENT: The head of the POLITICAL unit at NBC News is now reported to have been actively working with the former Chief of Staff of the Republican National Committee to try to stir up a social media groundswell to save Ronna McDaniel's job at NBC. And she – and perhaps the CHAIRMAN of NBC News as well - were reportedly willing to throw MSNBC under the bus - specifically, willing to throw its ex-Biden-Press-Secretary, now budding star Jen Psaki, under the bus, and throw Chuck Todd under the bus, in hopes of saving Ronna McDaniel. Puck News is reporting that after Ronna McDaniel debuted on “Meet The Press” on Sunday and after Kristen Welker told the audience she had no say in McDaniel's hiring and after Chuck Todd attacked the hiring, NBC News Chairman Cesar Conde and Vice President Carrie Budoff Brown were unnerved, but both quote “seemed to anticipate the impending insurgency and frantically tried to pre-empt it. On Sunday, Budoff Brown reached out to McDaniel's aide and former chief of staff at the RNC Richard Walters, to see if there were any friends or colleagues who could speak up on her BEHALF. The two sides also discussed having those folks call attention to what they saw as a double standard – after all this was the same network that was turning Psaki… into a Maddow-adjacent prime time star. Walters later assured Budoff Brown that they'd been able to advance conservative pushback on social media against (Chuck) Todd, specifically, and that this might give NBC News some cover, for which Budoff Brown thanked him,” unquote. The report - and a similar story by The Hollywood Reporter - also highlights MSNBC President Rashida Jones's role in hiring McDaniel, and raises questions about Kristen Welker's on-air denial that she was at all involved in the hiring (it says she was AT a meeting at which Budoff Brown continued to pitch McDaniel). It's a disaster, it's still unfolding, and there's no telling how many different NBC News executives will follow McDaniel out the door. B-Block (28:19) THE WORST PERSONS IN THE WORLD: First Maria Bartiromo blamed the Baltimore bridge collapse on "wide open borders." Now she wants to make sure no money is allocated to rebuild it. James Comer claims Merrick Garland and The Deep State are indoctrinating people into believing he has no evidence against Biden. And Sage Steele, with whom I once co-anchored SportsCenter, says the devil tried to keep her from speaking out against liberals by hitting her in the mouth with a golf ball. C-Block (40:30) THINGS I PROMISED NOT TO TELL: Okay, the still-evolving Ronna McDaniel scandal is a doozy. But this is NOT NBC/MSNBC's worst crisis ever. Let me take you back to the thrilling day of Existential Challenge when the Chairman of GE was ready to shut the network down, pay everybody off, and fire all of us, because his Mommy had seen Bill O'Reilly criticize him on Fox, because of what I said about O'Reilly on MSNBC. See omnystudio.com/listener for privacy information.

Nobody had a more striking inheritance than the Israelites, right? Or so it would seem. Because if that's truly true, why do their chosen-ness, their Mosaic Law, and their many deliverances by God seemingly work to create a stumbling block to believing, to His designed salvific faith in Christ for all? And what about Abraham, who's written about in multiple verses in the New Testament as to his amazing faith and father to us? Join Kevin as we dive into the inheritance inspired by folks like Abraham back then and like serious believers this very day! // Download this episode's Application & Action questions and PDF transcript at whitestone.org.

SEASON 2 EPISODE 80: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:44) SPECIAL COMMENT: Somebody finally told Dementia J. Trump that he's been calling Biden “Obama” for the last few months. So he has fabricated a backstory that whenever he has MADE this cognitive gaffe, it has been “sarcastic," so he could “indicate” that “others” may actually be running things. And just to sell this excuse even harder, Trump has now begun to do the one thing that could most easily give back his poll numbers, particularly his improving numbers with minorities; the one thing that could most easily destroy Trump's arguments about inflation under Biden; the one thing that would be the answer to the Biden Campaign Team's Prayers. He has attacked ObamaCare. He has insisted he and the Republicans should never give up on TERMINATING it - just when almost everybody had forgotten he failed to do it despite 29 promises that he would, and that he lost at least two elections on it. It's not just a political millstone he's put around his own neck and the neck of every other Republican. It could also cost Trump his recent gains among minority voters. 80% of blacks and nearly 70% of Hispanics support ObamaCare and because of ObamaCare the rate of the uninsured among blacks and Hispanics has dropped roughly in HALF since 2010; just when Trump and Biden and events had tilted the entire profile of the election into things that favored Trump, Trump just brought back from the dead, what might be the LAST issue in which Democrats completely kick Republican ass. An NBC poll two months ago said Democrats are trusted by 2 to 1 over Republicans on Health Care. To sum it up, as an unnamed Biden adviser said: “It's almost perfect that Trump would pick the ONE thing they haven't really put front and center, which we know is incredibly unpopular, and say ‘Yeah, I'm gonna do this too!'" Thanks, Obama! Meanwhile, it is time for us to destroy Fox News. Twice in the last week its little oasis of presumed authenticity has proved to be just another venue for lying, journalistic terrorism, fraud, and partisanship that would embarrass Kimberly Guilfoyle. As late as Sunday, Fox was still intimidating that the horrible accident (never buy a car called a "Bentley Flying Spur") on the Rainbow Bridge at Niagara Falls was some form of terrorism, and as late as last night it was still insisting Biden "couldn't even avoid age questions while on vacation" then playing a tape of its own reporter shouting the only age question. It's beyond dishonesty, it's desperation and it needs to come crashing down. And there are ways we can make it happen. B-Block (33:20) POSTSCRIPTS TO THE NEWS: Judge Chutkan rejects a Trump claim about imaginary January 6 evidence; Elise Stefanik somehow thinks she - a congresswoman - got the Trump Gag Order stayed; and now whenever you read Maggie Haberman or Jonathan Swan you'll remember they're holding back Trump news for their 2025 Trump book. (36:10) THE WORST PERSONS IN THE WORLD: Fox's Charlie "Butt" Hurt; Kevin McCarthy is dumber than we thought; and the Oxford Union chose HIM for their debate, instead of me. C-Block (42:30) THINGS I PROMISED NOT TO TELL: Like everybody else, I was once a Sports Illustrated writer. Hell, I was once in a sports media industry without AI-generated content (and as we just found out at SI: AI-generated writers!) and so competitive that when I was with UPI, my AP rival would not loan me a $1.50 piece of equipment to save my career at the Olympics when my own bosses had gotten me drunk!See omnystudio.com/listener for privacy information.

SEASON 2 EPISODE 37: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:44) BREAKING: Have Meet The Press staffers including Kristen Welker violated NBC News's own WRITTEN JOURNALISTIC guidelines – what it called “The NBC News Employee Handbook” – in failing to correct or fact-check Trump or in some significant way warn Meet The Press viewers yesterday that he was spreading provable falsehoods on their network in a pre-taped interview that provided NBC News three full days to document those falsehoods? Did NBC News make a deal with Trump's campaign to make sure that didn't happen – to NOT materially fact-check him on-the-air during the disastrous Kristen Welker interview? I do NOT yet know with complete assurance the answer to these questions. I DO know they are among many questions being asked INSIDE NBC right now, in part because of ONE tweet, and in part because of the awful realization that some sort of illicit pre-arrangement is an almost BETTER explanation than that Welker, and Meet The Press, and NBC News, abrogated virtually every one of its journalistic responsibilities in a Chris Licht-level dumpster fire that has left the long time viability of Welker, and her Executive Producer, and the nearly 76 year old program itself, up in the air. I do NOT know for certain that there is an internal investigation. I DO know veterans within NBC News are pushing for one based on the following timeline: Welker and NBC News reporter Dasha Burns were among a dozen Washington insiders who were quote “wining and dining” with Trump thugs Jason Miller, Steven Cheung and Chris LaCivita at a steakhouse called “Rare” the night before the Republican presidential debate in Milwaukee. The dinner was August 22nd, Welker had been named the host-in-waiting for Meet The Press on June 5th, the interview was suddenly announced late in the day last Wednesday, the 13th, conducted on Thursday the 14th. Contacts or discussions between Meet The Press and the Trump campaign about editorial restrictions - at that dinner or elsewhere - would be a major issue. The more PRESSING problem is: at exactly 10 A-M Eastern yesterday, NBC News posted on its website, a fact check of Welker's interview. At 10:13 A-M its “Meet The Press” account tweeted this, verbatim: Quote “Former President Trump made a spate of false and misleading comments about immigration, foreign policy, abortion and more in a wide-ranging interview with Meet The Press moderator Kristen Welker,” unquote. The problem is that the NBC News Employee handbook requires – or required – I was never given one, though I was given access to one, and I haven't personally seen a revised copy and am relying on others quoting it to me – that if they knowingly broadcast or publish lies false or misleading comments or information by anyone in any non-live format without a disclaimer or caveat or… a fact-check – they have violated the NBC News Employee codes and are potentially subject to punishment up to and including suspension and termination. On the one hand, NBC News is posting a fact-check of what, at 11:30 AM, it tweeted were “at least 11 times during President Trump's interview" when Trump was not truthful. "Here's our fact check." While on the other hand, someone in a position of authority at NBC News decided – made certain – that there was no SIMILAR fact check ON the television broadcast itself, other than a passing mention directing viewers to the website. But in confirming Trump quote “made a spate of false and misleading comments” in a piece posted ON THE NBC NEWS WEBSITE, they are underscoring that they failed to clearly flag and disclaim and caveat – and WARN – that Trump was MAKING those “false and misleading comments” on their television network, and in all the clips shown on MSNBC, CNBC, and the NBC owned and affiliated statements. The Meet The Press telecast, of course, SKIPPED anything resembling the online fact-check. B-Block (25:16) THE WORST PERSONS IN THE WORLD: ABC's John Parkinson boasts about shouting at President Biden asking if he'll pardon his son - as he visits the churchyard where his son is buried. News organizations ignore a Trumpist Terrorist near the Biden home (if it had been Kavanaugh's house they'd be talking martial law) and Drew Barrymore sees the light but Bill Maher is still a Scumbag SCAB. C-Block (31:20) THINGS I PROMISED NOT TO TELL: A fitting time to bring up 2009 and the day Jeff Zucker called us in to his NBC President's office and announced that our corporate boss Jeff Immelt was ready to take MSNBC off the air because his mommy was a fan of Bill O'Reilly and was mad that I was criticizing Bill. Seriously.See omnystudio.com/listener for privacy information.

EPISODE 231: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:43) SPECIAL COMMENT: Obviously President Biden must fire Attorney General Garland and Deputy Attorney General Monaco and not merely because neither of them can possibly continue after yesterday's revelations in The Washington Post just as none of US can possibly continue holding our breaths wondering WHAT about the Trump and January 6th prosecutions they will screw up NEXT. Two years and nearly six months after the first attempted coup and Garland and Monaco still do not understand that this is about SELF-DEFENSE: of Justice, of Democracy, of America. If that ISN'T your attitude about the response to Trump and the coup attempt that was and the coup attempt that WILL be get out. But especially if you are in the Justice Department and you don't understand that the point WAS and WILL BE to eliminate YOU; if you don't understand that the ultimate goal of Trump and the creatures around him is to take the limitless finances they have been given, and the limitless TIME they have been given - BY YOU - and walk into the Department of Justice or whatever white shoe law firm you have escaped to, and hand you a piece of paper bearing a fascist order signed by a fascist judge convicting you of being an official Trump-brand enemy of the people and authorizing the Trump Police to HANG you - get out. Because, then, you will have rendered this nation – at its time of greatest peril - defenseless just as the coalition of Hate gears up for another attack. Because, then, you will have nowhere to hide from them because the rest of us, whom you have left without defense, will be fending for ourselves. And Merrick Garland and Lisa Monaco have to go, first. Because I don't know what's LEFT for them to screw up here but I'm sure Garland will find something in his style book for the Department of Justice that says that unless you deliver the subpoenas by Pony Express, you can't move against a criminally insane ex-president unless you make sure you wait just long enough that there's no way any of the verdicts can be rendered until after the election that might put him back in office, upon which he will have the charges withdrawn or will pardon himself or will simply ignore ALL the laws ALL at once and tell you to take you to take him to the Supreme Court.  B-Block (22:30) POSTSCRIPTS TO THE NEWS: If you're the president of MSNBC and you are asked 'If Trump were interested, would you put him on MSNBC in a live town hall format' and your answer is not "HELL NO" you must be fired. And if her answer was not "HELL NO" and you're one of the MSNBC hosts whose primetime show was spun off from mine all those years ago (Maddow, O'Donnell, Hayes) and you do not use your power to push back against the network's president and her journalistic perfidy, you have forfeited your credibility and reduced yourself to the status of Check-Cashing Talking Head. C-Block (48:00) SPECIAL COMMENT REDUX (Note: this is repeated from Monday's Episode 230) Special Counsel Jack Smith may be readying an indictment against Trump for illegally attempting to coerce Mike Pence to defy his legal duties in the Electoral College count? Ryan Goodman from “Just Security,” whom I cite here frequently though I don't know him and only because he knows this stuff, told Bill Kristol's podcast that he thinks Jack Smith quote “going to indict Trump for the False Slate of Electors scheme” – and with Goodman saying the odds Fonny Willis indicts on False Electors and election interference in Georgia are 90 percent, Trump could face twin federal and state cases on overlapping topics. And then Goodman adds something that took my breath away. Indicting Trump for False Electors, “AND quite probably/possibly the pressure campaign against Mike Pence.” Wait – what? Goodman sets the odds on Jack Smith indicting Trump ABOUT PENCE… at 60 to 70 percent. Pressuring the Vice President, Goodman says, quoting him again “is independent of whether or not he thought he won the election. He can think he won the election, doesn't matter. But you can't try to coerce a public official to defy their legal duties – which is just to count the votes.” Goodman doesn't mention that, but you will remember that Stewart Rhodes and other Oathkeepers were prosecuted for – and convicted of – interfering with Congress's ability to complete its legal duties. Ponder for a moment the prospect of Smith indicting Trump, running for the Republican nomination, for attempting to coerce PENCE, running for the Republican nomination. Oh and necessarily having Pence TESTIFY AGAINST TRUMP either before Trump is nominated or before the election.  I'm beginning to think we may have WILDLY under-estimated how many MORE things Jack Smith is about to indict Trump for. There is reason today to believe that the number of separate indictments OF Trump BY Smith could be as many as FOUR. Maybe even FIVESee omny.fm/listener for privacy information.

In today's episode, The Mentors Host Tom Loarie talks with William D. Cohan, a business writer, former investor banker, and best-selling author of “Power Failure: The Rise and Fall of an American Icon," which chronicles the strengths and weaknesses of influentical General Electric CEOs Jack Welch and Jeff Immelt, and the the rise and fall of General Electric (GE) over 36 years. The lessons learned are legendary in their impact on anyone's business—large, mid-sized or small—and legendary in understanding what to really look for when evaluating whether (or not) your or another business is one in which it could be worth investing. Ethics play a role for sure. At its peak, GE was an industrial empire worth nearly $600 billion. For almost a century its logo branded "just about everything, from wind turbines to submarine detectors, fridges, televisions, toasters and lightbulbs," as a Nov 2022 article in The Guardian described. In 2001, GE was considered to be one of the most valuable companies in the world, boasting a rare, triple-A credit score. A mere 20 years later, GE announced it would be broken up into smaller fragments. Its employees numbered less than half those of 20 years earlier. In the 2000s, the company had begun sourcing its lightbulbs from Chinese contractors and branding them as GE products. In 2020, GE sold off it's lighting business for good. What went so wrong? Find out in this episode of THE Mentors RADIO. Listen below (podcast posted after Saturday's radio airing), or listen on ANY podcast device or platform here. SHOW NOTES: William D. Cohan ("Bill"): BIO: https://williamcohan.com/about/ WEBSITE: WilliamCohan.com BOOKS: Power Failure: The Rise and Fall of An American Icon, by William D. Cohan Four Friends: Promising Lives Cut Short, by William D. Cohan Why Wall Street Matters, by William D. Cohan The Price of Silence: The Duke Lacrosse Scandal, Wall Street Journal and the Power of the Elite, by William D. Cohen Money and Power: How Goldman Sachs Came to Rule the World, by William D. Cohan House of Cards: A Tale of Hubris and Wretched Excess on Wall Street, by William D. Cohan The Last Tycoons: The Secret History of Lazard Fréres & Company, by William D. Cohan ARTICLES: Power Failure by William D Cohan review – pulling the plug - by Hettie O'Brien, The Guardian

The Interview Discusses: The rise and fall of GE.What could have been done to save General Electric.Who is to blame for GE's demise.His in-depth interviews with both Jack Welch and Jeff Immelt. The fundamental error that Jack Welch made that tarnished his legacy.How GE capital almost filed for bankruptcy during the financial crisis.What Disney can learn from GE's succession issues.The mistake GE made by selling NBC Universal to Comcast (and one thing about the deal you probably  never knew).His latest media venture called Puck.And much more…William D. Cohan, a former senior Wall Street M&A investment banker for 17 years at Lazard Frères & Co., Merrill Lynch and JPMorganChase, is the New York Times bestselling author of three non-fiction narratives about Wall Street: Money and Power. His new book Power Failure: The Rise and Fall of an American Icon, about the rise and fall of GE, once the world's most powerful, valuable and important company, was published in November 2022 by Penguin Random House. He is a founding partner of Puck, a digital publication owned and operated by journalists, and a writer-at-large for Air Mail. For 13 years, he was a special correspondent at Vanity Fair. The Boyar Value Group's mission is to search for value on behalf of our clients. Since 1975, the Boyar family of companies has been relentlessly focused on discovering value for our clients. For more than four decades we have navigated through fads, gimmicks and market volatility. Utilizing value investing to try to create and preserve wealth has and always will be our sole focus. Our experienced team of analysts looks for diamonds in the rough, companies passed over by the rest of the investment community, but whose true value, in our opinion, significantly exceeds their current stock price. In essence, we are trying to buy a dollar for fifty cents. To find out more about the Boyar Value Group, please visit www.boyarvaluegroup.com

EPISODE 143: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:43) SPECIAL COMMENT: Rupert Murdoch showed Joe Biden's 2020 Presidential Campaign Commercials to Jared Kushner before they were public. This - the most startling of the second tranche of revelations from the Dominion Voting Systems defamation suit against Fox and NewsCorp - doesn't just violate electoral and journalistic ethics. It may be criminal - and it certainly should mean the metaphorical 'Death Penalty' for a dark, evil propaganda channel masquerading as a news organization. Fox News must be de-platformed and the company drive into bankruptcy. We can have democracy in this country, or we can have Fox News. We cannot have both. Fox is still in a position to do the damage outlined in the newest revelations (including, in essence, selling time on Fox News panels to Mike Lindell, and when its own researchers confirmed the crazy claims against Dominion were false, ignoring them and firing them) in part because in 2009 MSNBC and NBC cut a deal with Fox to circumscribe what news it could report about Fox, and what news Fox could report about MSNBC, NBC, and parent company GE. It's time to tell that nauseating story in full detail. B-Block (30:56) SPECIAL COMMENT: The 2009 NBC-Fox collusion began with conversations among then-NBC President Jeff Zucker and Roger Ailes of Fox, and included a threat by GE Chairman Jeffrey Immelt to take MSNBC off the air, and the attempt to buy off Fox by having GE advertise on Fox Networks. C-Block (53:30) SPECIAL COMMENT: The saga of NBC's deal to help Fox News stay out of the full glare of public criticism climaxed in a July dinner in the GE Chairman's Private Dining Room on the top floor of 30 Rock. It was a scene worthy of the movie "Network" - only they didn't wind up actually assassinating me - only symbolically.See omnystudio.com/listener for privacy information.

Trey talks to New York Times bestselling author William Cohan about GE's history, including founder Thomas Edison, Jack Welch's controversial career & successes, Warren Buffett's investment on GE, and much more!William Cohan's latest book, titled "Power Failure: The Rise and Fall of an American Icon," chronicles the incredible history of General Electric, which was often the largest and most esteemed company in the world over its 130-year existence.IN THIS EPISODE YOU'LL LEARN:0:00 - Intro07:31 - The origin story of GE, starting with founder Thomas Edison with backing from JP Morgan.11:19 - Why Charlie Coffin might be the best CEO of all time.23:54 - The dark side of Jack Welch and his career at GE, as well as the many successes.56:37 - How Jeff could have saved the company by listening to Bill Gross and Jim Grant.59:55 The debate on whether Jack handed his successor, Jeff Immelt, a “royal flush” or an open grenade. 63:49 - Warren Buffett's bet on the company.63:15 - Why the company has now been deconstructed into 3 separate entities.67:18 - The many cycles that repeated over its 130 year history.Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences.BOOKS AND RESOURCESVisit William Cohan website.Check out Power Failure book.Check out GE website.Trey Lockerbie's Twitter.William Cohan's Twitter.NEW TO THE SHOW?Check out our We Study Billionaires Starter Packs.Browse through all our episodes (complete with transcripts) here.Try our tool for picking stock winners and managing our portfolios: TIP Finance Tool.Enjoy exclusive perks from our favorite Apps and Services.Stay up-to-date on financial markets and investing strategies through our daily newsletter, We Study Markets.Learn how to better start, manage, and grow your business with the best business podcasts. P.S The Investor's Podcast Network is excited to launch a subreddit devoted to our fans in discussing financial markets, stock picks, questions for our hosts, and much more! Join our subreddit r/TheInvestorsPodcast today! SPONSORS Talk to your clients about Desjardins Responsible Investment today and support what's right for society and what's good for business.Take stock of your finances and investing strategy with Betterment.If your business has five or more employees and managed to survive Covid you could be eligible to receive a payroll tax rebate of up to twenty-six thousand dollars per employee. Find out if your business qualifies with Innovation Refunds.Let an expert do your taxes from start to finish so you can relax with TurboTax.Enjoy a hardware wallet designed for your whole Bitcoin journey with Blockstream Jade. Use coupon code Fundamentals to get 10% off.Get an overall better student loan experience with College Ave. Plus, get a chance to win a $1,000 college scholarship. No purchase is required.Support our free podcast by supporting our sponsors.HELP US OUT!Help us reach new listeners by leaving us a rating and review on Apple Podcasts! It takes less than 30 seconds, and really helps our show grow, which allows us to bring on even better guests for you all! Thank you – we really appreciate it!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

EPISODE 138: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:42) SPECIAL COMMENT: Only Marjorie Taylor Greene would be stupid enough to demand a "national divorce" in which the United States "separates by red states and blue states" - when SHE LIVES IN A BLUE STATE. But then again, what do you expect? She was raised on a diet of Fox News. Speaker McCarthy has now unilaterally handed over 41,000 hours of 1/6 Capitol Security Video to Tucker Carlson and Carlson can now provide a roadmap to the next seditionists on how to avoid security while also gaslighting the story of 2021. Last week, we learned of the astonishing cynical manipulation of America by Carlson, Laura Ingraham, Sean Hannity and the others, who didn't believe a word of the denialist crap they sold the country. Between those two stories it's time for the country to act to de-platform and close down Fox News as a clear and present danger to the future of the United States of America. The Department of Justice needs to seek a Restraining Order to keep Fox from manipulating the video McCarthy gave it. I've been arguing since 1998 that Fox News was a mortal peril. Since 2007 I've said it was more damaging to this country than Al-Qaeda has been. We must shut them down the way we shut down Big Tobacco and Big Pharma. B-Block (23:15) POSTSCRIPTS TO THE NEWS: Moscow commentators react to Biden's trip to Kyiv: "We should've blown him up." Flaco leaves the nest. Adams schools DeSantis. (26:51) THE WORST PERSONS IN THE WORLD: All she did was tap the balloon. But it wasn't a balloon, it was a $42,000 ceramic sculpture and it crashed to the floor. The Texas School Superintendent whose gun was found by a 3rd Grader. And CNN owner John Malone has to admit one of two things: that after the Don Lemon debacle, Chris Licht is a complete failure, or he hired Chris Licht BECAUSE he'd be a complete failure. C-Block (33:45) EVERY DOG HAS ITS DAY: Mr. JoJo in Shreveport (34:45) THINGS I PROMISED NOT TO TELL: The influence of Fox News and the belief by some of its hosts like Carlson that they are in fact running this country is in large part the result of mainstream media negligence. In 2009, Fox tried to avenge itself against me by attacking GE's Chairman and he folded up because his mother was a Bill O'Reilly viewer and she saw what O'Reilly said and called up her son and yelled at him.See omnystudio.com/listener for privacy information.

EPISODE 100: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:44) SPECIAL COMMENT: Merry Christmas! We got you six years of Trump's Tax Returns! No accounting expertise? No problem. There are apparently no receipts, no substantiations - and somebody stopped the IRS from its mandated audit of Trump's returns while he was in the Oval Office (3:00) The walls haven't just closed in on Trump, they've crushed him. The 1/6 Committee is now shipping all its evidence to DOJ Special Counsel Jack Smith (4:52) Remember the attorney who told the Trump witness not to tell everything to the Committee? She's been identified - and her lawyer was the Trump White House Ethics Attorney! (6:45) Bigger picture: The Omnibus Spending Bill will include "The Electoral Count Reform And Presidential Transition Improvement Act," or as it has also been described: Trump-Proofing Our System (8:00) And the right wingers are beginning to look for the Emergency Exit. They can't survive an actual Trump Trial, so they are floating "The Agnew Option" (10:00) But couldn't Trump then transfer his cult to some up and coming young Republican like Representative-Elect George Santos and his helpers? I will not make Simpsons references I will not make Simpsons references I will not make Simpsons references. (11:50) IN SPORTS: 9/11 Families slam the Masters Golf Tournament and a sports signing press conference called off at the last minute (13:45) THE WORST PERSONS IN THE WORLD: He really thought the name was "John Mastodon;" the owner of the Knicks, Rangers and Radio City owner is using facial recognition technology to keep out people he doesn't like, and Sean Hannity says you're not allowed to have his phone number (19:36) EVERY DOG HAS ITS DAY: Grizzly in California. B-Block (22:00) THINGS I PROMISED NOT TO TELL: Amid dark rumors at MSNBC, the day that GE was ready to shut us down because the chairman's mother loved Fox News. C-Block (40:29) JAMES THURBER: Maybe the best of his longer works, that almost predicted Joe McCarthy, O.J. Simpson, Donald Trump. The saga of fame without character, "The Greatest Man In The World."See omnystudio.com/listener for privacy information.

If you had told Brian Gladden in 2006 that he would shortly be working for a Saudi crown prince, the 14-year GE finance veteran may have replied using a shorthand equivalent to “when pigs fly.” As a GE finance executive, Gladden had served in a string of senior roles, including a number in which he reported directly to GE CEO Jeff Immelt. Nevertheless, when GE announced in 2007 that it had signed a definitive agreement to sell GE Plastics to Saudi Basic Industries Corporation (SABIC) in a deal valued at $11.6 billion in cash, flying pigs no doubt appeared before Gladden's eyes. “Brian and his world-class team now have the right resources to truly transform this industry globally,” reads a comment from a GE press release announcing the deal that subsequently relocated Gladden for 12-month stint in Saudi Arabia, where his new boss—a crown prince—was waiting. “I had to stay for a year to lead the business through the integration, and this was a challenging time for me culturally,” recalls Gladden, who would step into a CFO role at Dell upon his return to the U.S. “This was my first public company CFO job—and Dell was a $60 billion-a-year firm—so it was huge stretch for me,” remarks Gladden, who would log nearly 6 years as Dell's finance chief.      “Every relationship is different—Michael Dell was fantastic with customers and with the company's vision as far as where technology was going,” comments Gladden. “As finance leader, you discover where to fill in and partner with the leader based on their strengths.” So, what do Jeff Immelt, Michael Dell, and a Saudi crown prince have in common? The answer is Brian Gladden. –Jack Sweeney

Vijay Govindarajan, known as VG, is widely regarded as one of the world's leading experts on strategy and innovation. VG was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE's CEO Jeff Immelt to write "How GE is Disrupting Itself", the Harvard Business Review (HBR) article that pioneered the concept of reverse innovation-any innovation that is adopted first in the developing world. HBR picked reverse innovation as one of the Great Moments in Management in the Last Century. In the latest Thinkers50 Rankings, he was ranked the #1 Indian Management Thinker. He is also a NYT and WSJ Best Selling author, is the Coxe Distinguished Professor at Dartmouth College's Tuck School of Business and the Marvin Bower Fellow at Harvard Business School. Dr. Govindarajan is one of the rare faculty who has published more than ten articles in the top academic journals (Academy of Management Journal, Academy of Management Review, Strategic Management Journal) and more than ten articles in prestigious practitioner journals including several best-selling HBR articles. He received the McKinsey Award for the best article in HBR. He published the New York Times and Wall Street Journal Best Seller, Reverse Innovation. VG has worked with CEOs and top management teams in more than 25% of the Fortune 500 firms to deepen and integrate their thinking about strategy. His clients include: Boeing, Coca-Cola, Colgate, Deere, FedEx, GE, Hewlett-Packard, IBM, J.P. Morgan Chase, J&J, New York Times, P&G, Sony, and Wal-Mart. Much in demand on the lecture circuit, he has been a keynote speaker in the BusinessWeek CEO Forum, HSM World Business Forum, TED and World Economic Forum at Davos. Vijay Govindarajan's Books: https://www.amazon.com/Vijay-Govindarajan/e/B001HMOWKO Learn more about IMS and future sessions with leaders like Vijay Govindarajan: https://ims-online.com/programs Chapters: (00:00) Introduction (01:25) Vijay's background (06:03) Innovation vs creativity (07:24) Box 1: Managing the present core business at peak efficiency and profitability (08:40) Box 2: Traps of the past (11:12) Three traps (13:49) Box 3: Creating the future (21:25) Balancing the three boxes (23:18) Focus on the horse you can control (28:57) The future is now (31:18) Key takeaway (32:31) Conclusion

EPISODE 71: COUNTDOWN WITH KEITH OLBERMANN A-Block (1:45) On the Friday before an election crucial to democracy, MSNBC fired its most outspoken host because Fox News complained about her. Where is the protest by Lawrence O'Donnell? By Chris Hayes? By Alex Wagner? Where is the threat to walk out, to boycott, to stand on principle, by Rachel Maddow? (3:10) NBC had to retract a fabricated Today Show story that reignited the fascists' homophobic conspiracy theory about Paul Pelosi. The correspondent was not fired. The Today Show executive was not fired. The head of news was not fired. Tiffany Cross? She was fired. (7:33) Cross joked about "castrating Florida," rightly savaged Alyssa Farah, Megyn Kelly, and Clarence Thomas - and her ratings were growing. But when Tucker Carlson devoted a segment to actually suggesting she was fomenting a Rwanda-style genocide of white Americans, NBC and MSNBC went crazy. (10:10) Joy Reid said something, more personal than professional (10:30) O'Donnell said nothing; then again when he filled in for me while my father was dying in 2010 he tried to replace me as Countdown host and then stole a group of producers from me for his new show (11:36) Chris Hayes, silent now, once stood up and refused to substitute for me when I had been improperly suspended (13:30) And Maddow, who in 2009 stood up and told the president of NBC News and all the executives and talent at MSNBC that if anybody interfered with the content of her show, she would walk out because "I cannot have the audience wondering what else I have not told them" (18:41) But now Maddow is making $30 million a year and the courage to walk out when it could cost you that much, is lacking. Rachel? Will you pretend the firing of Tiffany Cross is not your problem? Or will you stand up for what is right? You know - like you used to. B-Block (23:40) EVERY DOG HAS ITS DAY: Ace in New York desperately needs a foster or adopter, anywhere from Virginia to Maine (24:30) POSTSCRIPTS TO THE NEWS: DeSantis shocked head of The Leopards Eating People's Faces Party ate his face; Musk "likes" meme with quote from American neo-nazi pedophile, and that was the BEST thing he did to Twitter over the weekend (30:19) IN SPORTS: Astros get a World Series Parade; Phillies set World Series futility records; Boston Bruins destroy reputation by signing, then dumping, bully (32:45) THE WORST PERSONS IN THE WORLD: Mark Levin admits his side consists of "White Supremacists" and competes with Jim Jordan and Matt Gaetz padding a 50-page report to 1,050 pages, and former journalist Jason Whitlock going misogynistic, homophobic AND racist all in the same sentence. C-Block (37:30) THINGS I PROMISED NOT TO TELL: In memory of Vinny Vassallo, or as a few SportsCenter viewers will remember him: Vinny The Stat Man.See omnystudio.com/listener for privacy information.

OATH KEEPERS COULD SCREW TRUMP A-Block (1:45) SPECIAL COMMENT: Keep your eye on the trial of Stewart Rhodes and the Oath Keepers as jury selection continues today. Rhodes' defense is: he and his terrorists were acting on what were to be legal orders from Trump as President. So...they just guessed that would be the case? They assumed? THEY HAD TO HAVE BEEN TOLD. Told? By whom? What will they say in their own defense and who will testify to what communications or meetings or conspiracies? They are on trial for Seditious Conspiracy and perhaps decades in jail and who they blame could be close to Trump - or Trump himself. (5:07) Other Oath Keepers have already flipped and implicated Roger Stone, Stop The Steal, and The Proud Boys (7:05) And ex-Trump physician, Congressman Ronny Jackson, who supposedly reached out to Stewart Rhodes for protection during the attempted coup.  B-Block (15:16) EVERY DOG HAS ITS DAY: Jinxie in Brooklyn (16:39) IN SPORTS: Sure they clinched their division, but what about Aaron Judge's home run drought? And now that the NFL has cancelled its All-Star Game will the other leagues follow suit? (20:32) THE WORST PERSONS IN THE WORLD: The book banners of Bucks County PA taking it an extra yard, the University of Idaho, and the DeSantis appointee who just quit after a KKK photo surfaced, compete for honors (24:00) THINGS I PROMISED NOT TO TELL: In the world of the movie "Network" it was 47 years ago this week that things began to go off the rails for Howard Beale, Max Schumacher, Diana Christensen, and the UBS Evening News. For my money, it's the greatest movie of all time - and especially the most prophetic. C-Block (37:03) More on "Network" and the 23 separate prophecies of auteur Paddy Chayefsky, who saw in 1976 what the rest of us could not imagine: what television news would look like in 2022.See omnystudio.com/listener for privacy information.

KYRSTEN SINEMA SHOULD RESIGN A-Block (1:45) SPECIAL COMMENT: I do not know how or why Senator Sinema of Arizona can still identify as a Democrat after appearing with Mitch McConnell at an event that was for all intents and purposes a Republican Campaign Rally for the mid-terms. Sinema praised McConnell for his "respect for the Senate" even though it was McConnell who made up a rule that denied Merrick Garland even a hearing for the Supreme Court and stole the seat for the Republicans. She blamed everybody BUT the Republicans for politics becoming "radicalized, spiraling steadily downward into bitter and tribal extremism" and never mentioned January 6th. She forecast a Democratic defeat in November. (9:53) I explain my personal relationship with Kyrsten Sinema, first as a friend, then in a brief dating relationship, then again as a friend, spanning nearly eight years, and her deterioration from as liberal and progressive a person as I've ever met to a clown who has fallen for Mitch McConnell's act. She should resign from the Senate - Arizona's governor would be required by law to name a Democratic replacement - and take her deliberate unwillingness to recognize the threat to democracy posed by the Republicans, and utilize it either to challenge Tulsi Gabbard for the role OF Tulsi Gabbard, or go host "Meet The Press." B-Block (19:00) EVERY DOG HAS ITS DAY: Edda in The Bahamas (20:13) POSTSCRIPTS TO THE NEWS: The Meadows texts: the "Crown Jewels" of the 1/6 Investigation; Liz Truss has them invoking the 119 days of George Canning; Ken Paxton flees. (22:45) IN SPORTS: The Judge Watch Never Stops; Brett Favre suspended by SiriusXM. (24:35) THE WORST PERSONS IN THE WORLD: Our boy Chuck Todd, the American Senator who doesn't know how to pronounce "9/11," and the Elitist cheering for the defeat of the Elitists without realizing he IS an Elitist, vie for the honors. C-Block (31:00) THINGS I PROMISED NOT TO TELL: It actually happened: the president of NBC summoned us to his 52nd Floor office to warn us that MSNBC was about to be taken off the air by order of the Chairman of G.E. because HIS MOMMY TOLD HIM TO.See omnystudio.com/listener for privacy information.

This week's guest is Jeff Immelt, former CEO of General Electric and current venture partner at New Enterprise Associates. Jeff will be speaking at the University of Montana on September 27th as part of the Baucus Center's Stockman Bank Speaker Series. He was kind enough to join Justin for a conversation in advance of his visit. Justin and Jeff speak about shocks and crises and a course at Stanford Jeff teaches called Systems Leadership. As a teacher, Jeff reflects on the importance of mental health in student populations and how he's noticed students today are more place restrictive when they look at their careers. Justin asks Jeff his thoughts on the popular perception that people just don't want to work anymore, and what he advises young people when they say they want to make a difference. Tune into Jeff's talk with Max Baucus at the University of Montana on Sept. 27 at 7 p.m. Tickets are available at umt.edu/law. Transcript here: https://docs.google.com/document/d/1PMmJSXW5nvGxUke66zLLC_EDe7sMGzUoYiwQyjWLD-4/edit

What does it take to face your critics?I mean squarely, unflinchingly – with full self-responsibility. However, and this part is all important, still willing to defend yourself when it counts?Responsibility is an interesting word. I always understood it to mean ‘the ability to respond'. Taking full ownership of the fact that, while you may not always be able to control WHAT happens – you are always able to control what you do next.As a place to begin, I think it's a good one.However, what we don't often talk about is moments where – the stakes are sky high, the information is ever changing – and there are only bad options on the table.That, as my next guest would say, is leadership in the hot seat.Now imagine you're new to the reins of one of the world's most respected brands, have woken up to a Global tragedy that implodes a huge proportion of your revenue, an out of control 24 hour news cycle, all eyes on you – and the legacy of the company now rests in your hands.Today's Guest Jeff was the 9th Chairman of GE and served as CEO for 16 years. He has been named one of the “World's Best CEOs” three times by Barron's. During his tenure as CEO, GE was named “America's Most Admired Company” by Fortune magazine and one of “The World's Most Respected Companies” in polls by Barron's and the Financial Times. He has received fifteen honorary degrees and numerous awards for business leadership and chaired the President's Council on Jobs and Competitiveness under the Obama administration. He is now also the author of ‘HOT SEAT', a memoir on leadership in times of crisis. A book that grabbed my attention with one of it's opening lines… “My legacy as the CEO of GE was at best ‘controversial”.Now, if you take any time to read the press coverage of Jeff's tenure as CEO of GE, having taken over the reins from the legendary Jack Welch in 2001. Along with accolades you might also read words like ‘tumultuous', ‘misguided' or at worst ‘a disaster'.Yet, what you might not read, is that during those 16 years, GE generated more earnings and cash flow than the previous 110 years combined.You'll LearnThe three voices that every leader must master in order to effectively drive change.Why the role of any leader during – and after – a crisis is to learn how to ‘absorb the fear' of their teams. Why it's so much easier to talk about our successes than our failures, especially if there was no great hero's triumph at the end. References and links mentionedJeff's new book ‘HOT SEAT' https://bit.ly/3qfGligSubscribe to and Review the Inside Influence PodcastThanks for tuning into this week's episode of the Inside Influence Podcast! If the information in my conversations and interviews have helped you in your journey, please head over to iTunes, subscribe to the show, and leave an honest review. Your reviews and feedback will not only help us continue to deliver great, helpful content, but it will also help us reach even more amazing people just like you!Also, don't forget to hop on my website https://bit.ly/3dcRsoF download my new ebook https://bit.ly/3djTTps and sign up to my weekly newsletter https://bit.ly/3vRZWYX Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

Delia Garced is Senior Director of Demand Generation at Waters. For the past 30-plus years, Delia has been leading and building global marketing teams at some of the world's biggest companies, including GE, where she served as a marketing leader for close to 25 years. She's a strong believer in diversity in the workplace and tries to foster inclusive teams. In this conversation, Co-hosts Mark Emond and Elle Woulfe talk with Delia about her involvement in advancing the leadership opportunities through the Latinx Executive Alliance, how GE shaped her leadership style, and how to lead GenZ team members, and her love of both the Gulf Coast and her native San Juan. This is an episode you won't want to miss!   Key Takeaways: [1:13] Mark welcomes Delia Garced to Marketing Unplugged. Delia has a career path of over more than 25 years, from GE to Waters. [2:55] Delia's first part of her career was linear in sales up to a management role. [3:44] Delia has a lot of curiosity. She tells about moving from sales into marketing and more. [5:17] Delia's last role at GE was very focused on enabling and driving change in the organization. It was time to become more digital. [5:52] Delia also worked in the accelerating leadership program in marketing and sales to build the next generation of executives, who became the early adopters of marketing automation. [6:37] Delia shares her experiences at GE during the Jack Welch and Jeff Immelt eras. She has observations about both leaders. [9:47] Jack Welch would look to exit a market where GE wasn't No. 1 or No. 2. Delia says, “We have to be the best that we can be in what we're doing,” and ties that back to Jack Welch. [11:40] Delia tells of her involvement with the Latinx Executive Alliance. She is an advisor to the board. She wants to see Latinx representation at the table where decisions are being made. [14:25] Delia was also Co-chair of GE's Hispanic Forum with about 200 volunteers in the group. Leadership showed them that diversity really matters. [15:53] Delia advises joining an Employee Resource Group for the opportunity to network with people from various business units, get training, and have more exposure within the company. [18:15] Elle is the executive sponsor of an ERG at the company where she works. She finds that attaching herself to a community spread across the company was very helpful. [19:18] Elle asks about creativity. Marketing has evolved so that you need to bring creativity with data. You have to be creative to engage with your customers while doing what drives results. [21:05] Do new marketers have gaps in their skill set? Delia would love for them to participate in summer internships and see what the jobs are about. What they learned in class is not enough. [22:48] Do something differently. Delia cites an IHOP campaign when they “changed their name” to the International House of Burgers. It made people stop and think. Try to do that for people. [24:10] Delia talks of change management and driving transformation. Delia tells how Waters learned to engage with customers differently than before. It required doing things differently. [26:27] Mark notes that people are the hardest part of change management. [26:53] What is Delia's leadership style? She wants people to understand the options that they have to make decisions and do their job. She defines the principle by which she hires people. [29:20] Mark and Delia discuss the differences between leading GenX, Millennials, and GenZ. GenZ is purpose-driven. For them to succeed, they need to feel a connection to the outcome. [32:13] What is your hallway reputation? Delia describes how she works with it. [36:09] How does Delia balance her work and life and likewise encourage the people she works with? She disconnects on the weekends and exercises. She sets an example for her people. [39:12] Elle rarely checks her email but is on Slack all day long to be super responsive but disconnects from it when she is with people. [39:59] Where would Delia visit in the U.S.? Montana, for the expansiveness! [40:00] Delia tells of her favorite place where she has lived. Florida means family! Going out in the open air and being in the sun, helps Delia refresh and recharge. [42:10] Snow or sun? Sun! Elle and Mark agree, too. [42:52] East Coast or West Coast? Delia takes this down to Florida. She loves the Gulf Coast for the slower pace of living over Florida's East Coast. For all of the U.S., the West Coast. [43:28] Go to the gym, or exercise at home? Classes at the gym! She gets competitive. [43:49] Book or movie? Movie! Last seen, The Lost City with Sandra Bullock and The Batman! [44:29] Coffee of tea? Diet Coke! [44:46] San Juan or Sarasota? San Juan! Her culture is calling her! [45:22] Who are three people, past or present, you would love to have dinner with? Her parents, from the past. Her international teams, from the present. There's nothing like sitting face-to-face just for the enjoyment of each other. [47:37] Elle and Mark thank Delia for the great conversation!   Mentioned in This Episode: Delia Garced on LinkedIn GE Latinx Executive Alliance Jack Welch Jeff Immelt Six Sigma at GE Hispanic Forum at GE Eloqua IHOP Slack  

Venture Partner, NEA, author, and former chairman and CEO of GE, Jeff Immelt is interviewed by his previous employee, now CEO of Lendlease Digital Bill Ruh. In this conversation Jeff and Bill take us behind the scenes to discuss Jeff's new book called HOT SEAT and share never heard before insights about leadership and innovation, dealing with crisis and sustainability issues.

Heavy Hitters episode 43 is live now with NEA Venture Partner, Jeff Immelt. As a GE Ventures alumni, this one is extra special to me. Jeff discusses how an interest in company creation led him into venture capital as his next chapter after GE, where his role as a Venture Partner fits into NEA's fund strategy, how he transitioned his skillset from running one of the world's largest and most prestigious corporations into the venture capital asset class, why he outlined in his new book “Hot Seat” that the most crucial component of leadership for a founder is a willingness to make decisions, where he thinks the Indsutry4.0 adoption cycle is at today and the challenges ahead to overcoming slow adoption (hint: get the money to the floor!), and finally we run through a “What's Hot and What's Hype” section.

I got to know this week's guest over LinkedIn and it was a blast to have him on the show. Walid Khoury is a water strategist, investor, and influencer and has such a wealth of knowledge to share with the water treatment industry.  Walid has 20 years of industry experience having worked for GE, Nalco, and Danaher. Over the years, Walid built and led diverse and inclusive water teams, selling technical solutions, developing strategies for direct and indirect sales channels, re-allocating resources, and driving sustainable and profitable growth.  In 2020, Walid founded Desalytics, a company that offers a diverse portfolio of water testing and water treatment consumables in Sub-Saharan Africa. Desalytics helps municipal and industrial customers produce reliable water, optimize processes, maximize returns at a competitive cost through expertise, technologies, and local footprint. For this, Walid is partnering with, coaching, and mentoring young African entrepreneurs to grow Desalytics' presence across the African continent and be close to customers.   Desalytics was established in 2020 to help municipal and industrial customers produce reliable water, optimize processes, maximize returns at a competitive cost through expertise, technologies, and local footprint. Desalytics' innovative business model relies on an impact investing approach where the company partners with young African entrepreneurs, and helps them start or scale their businesses, through working capital injection, mentoring programs, and global supplier relationships. Walid is an active LinkedIn thought leader, inspiring engaging and insightful discussions with his 26,000 industry followers. He holds a bachelor's degree in water and environment, a master's degree in water sciences, and lastly a master's degree in management from Harvard University.     Bottom line: Walid Khoury is going to inspire you to think about water treatment on a bigger and more global level. Your roadside friend, as you travel from client to client.  -Trace    Timestamps:  2021: the year that water treaters around the world came together to learn and grow [0:30] James' Challenge: “Make time for your family, friends, and you.” [7:17] Introducing water strategist, investor, and influencer Walid Khoury [9:10] Desalytics in Africa [15:57] Attending WEFTEC 2021 [18:15] Walid's water treatment career journey  [20:47] The value of coaching [27:30] The importance of diversity in the workplace [32:00] Continuous improvement [39:00] Lightning round questions [42:45]   Quotes: “Optimize your water footprint.” - Walid Khoury “It's not a straightforward job; it is interesting and exciting because you are trying to solve tough challenges. If it wasn't a tough challenge they wouldn't need us.” - Walid Khoury “Find women engineers and help them grow in their careers and retain them.” - Walid Khoury “Don't get stuck, there is always a constant challenge. Keep developing yourself.” - Walid Khoury  “One of the best ways to learn is to teach.” - Walid Khoury “If you are bored at your job, you are not learning. It's time to move on to the next one.” - Walid Khoury “Africa is a similar market to other places.” - Walid Khoury “I'm passionate about water.” - Walid Khoury   Connect with Walid Khoury: Phone: +971 56 5362147  Email: walid.khoury@gmail.com Vlog: walidkhoury.com   LinkedIn: linkedin.com/in/walidkhoury   Links Mentioned: The Rising Tide Mastermind Submit a Show Idea AWT (Association of Water Technologies)   Books Mentioned: What Got You Here Won't Get You There: How Successful People Become Even More Successful by Marshall Goldsmith and Mark Reiter  Hot Seat: What I Learned Leading a Great American Company by Jeff Immelt  Africa's Business Revolution: How to Succeed in the World's Next Big Growth Market by Acha Leke The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb   

Our guest is Jeff Immelt, ex-CEO and Chairman of GE and the author of HOT SEAT, a memoir of leadership in times of crisis. Jeff served as chairman and CEO of GE for 16 years where he revamped the company's strategy, global footprint, workforce, and culture. Jeff has been named one of the “World's Best CEOs” three times by Barron's. During his tenure as CEO, GE was named “America's Most Admired Company” by Fortune magazine and GE is recognized as one of “The World's Most Respected Companies” in polls by Barron's and the Financial Times. He has received fifteen honorary degrees and numerous awards for business leadership and chaired the President's Council on Jobs and Competitiveness under the Obama administration. In this episode of Scaling Culture, Ron and Jeff discuss: key leadership attributes and tactics 3 critical questions to check-and-balance future success 30-30-30-10: Jeff's time management strategy Tools and systems to navigate crisis GE's Simplification Digital transformation For more information about Jeff, please connect with him on LinkedIn. For more information about our podcast or to join the Scaling Culture Masterclass waiting list please go to ScalingCulture.Org. If you're enjoying the Scaling Culture podcast, please subscribe and share. We'll be back soon with another incredible guest!

This conversation is between the former CEO of GE, Jeff Immelt, and Rohun Jauhar, the founding Partner of JT Capital. We cover a wide-range of topics. Everything from Jeff's early career working with Steve Ballmer and Jamie Dimon, becoming the CEO of GE, going through 9/11 on 2nd day as CEO, and navigating through the financial crisis, and how he sees the world today as a Venture Partner at NEA and professor at Harvard Business School. It was a fascinating conversation with many lessons and takeaways of how to lead people and navigate your career.

ข้อคิดจากอดีต CEO GE - Jeff Immelt ผู้เขียนหนังสือ Hot Seat #1

“Let's face it, not everybody either understands your context or cares about the company versus themselves. As a leader, you've got to filter those things out.” Want to know what goes on behind-the-scenes when leading a Fortune 50 company? Today's guest Jeff Imlet, former CEO of General Electric and now Venture Partner at NEA, shares amazing stories and lessons from his career. From taking over GE days before 9/11 to leading and pushing innovation, something GE's DNA wasn't accustomed to. We also talk about navigating through crises and building the right teams. And finally, Jeff is the Author of the new book Hot Seat: What I Learned Leading a Great American Company. This episode is a treasure trove of lessons for entrepreneurs and leaders looking for guidance and inspiration! Catch it on the #TheKaraGoldinShow. Show notes at https://karagoldin.com/podcasts/185 Enjoying this episode of #TheKaraGoldinShow? Let Kara know by clicking on the link below and sending her a quick shout-out on social! Follow Kara on IG: https://www.instagram.com/karagoldin/ Follow Kara on Linkedin: https://www.linkedin.com/in/karagoldin Follow Kara on Twitter: https://twitter.com/karagoldin Follow Kara on Facebook: https://www.facebook.com/KaraGoldin/ Mentioned in the Episode: LinkedIn: https://www.linkedin.com/in/jeffimmelt/ Twitter: https://twitter.com/JeffImmelt Book: https://www.amazon.com/Hot-Seat-Learned-Leading-American/dp/1982114711  

In 2009, in the wake of the financial crisis, with ratings agencies weighing whether or not to downgrade its stock, GE CEO Jeff Immelt made the decision to cut the company's annual dividend for the first time since 1938. It was gutting for Immelt. He knew the financial impact such a move would have not just on the company, but also on its retirees—a group that notably included his own parents. In this second part of our Skydeck conversation with Immelt, we talk about the trials of the financial crisis, the loneliness of life at the top, and what his post-GE career in education and venture capital have taught him about the future of global business.

Vijay Govindarajan (VG) is widely regarded as one of the world's leading experts on strategy and innovation. VG is the Coxe Distinguished Professor (a Dartmouth-wide faculty chair) at Tuck School of Business at Dartmouth College and a former Marvin Bower Fellow at Harvard Business School. VG is a Faculty Partner at Mach49, a Silicon Valley incubator. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE's CEO Jeff Immelt to write, “How GE is Disrupting Itself”, the Harvard Business Review (HBR) article that pioneered the concept of reverse innovation – any innovation that is adopted first in the developing world. HBR picked reverse innovation as one of the Great Moments in Management in the Last Century. VG is a NYT and WSJ Best Selling author and a two-time winner of the prestigious McKinsey Award for the best article published in HBR. VG was named by Thinkers 50 as a Top 3 Management Thinker in the world and received the Breakthrough Innovation Award in 2011. VG was inducted into Thinkers 50 Management Thinkers Hall of Fame and was given the Distinguished Achievement Award for most contributions to the understanding of innovation in 2019. VG has been a select few who have received Thinkers50 Distinguished Achievement Awards in two different categories.    Govindarajan has been identified as a leading management thinker by influential publications including: Outstanding Faculty, named by Business Week in its Guide to Best B-Schools; Top Ten Business School Professor in Corporate Executive Education, named by Business Week; Top Five Most Respected Executive Coach on Strategy, rated by Forbes; Rising Super Star, cited by The Economist; Outstanding Teacher of the Year, voted by MBA students.   The recipient of numerous awards for excellence in research, Govindarajan was inducted into the Academy of Management Journals' Hall of Fame, and ranked by Management International Review as one of the Top 20 North American Superstars for research in strategy. One of his papers was recognized as one of the ten most-often cited articles in the entire 50-year history of Academy of Management Journal.  Visit https://www.aib.world/frontline-ib/vijay-govindarajan/ for the original video interview.

Lorenzo Simonelli is the Chairman, President, and CEO of Baker Hughes, a $20 billion energy technology company with 60,000 employees in 120 countries around the world. Prior to Baker Hughes Lorenzo served as President and CEO of GE Transportation, CFO of the Americas for GE Consumer & Industrial, and General Manager, Product Management for GE Appliances, Lighting, Electrical Distribution, and Motors. It is a very different experience for leaders today than it was decades ago. With the advent of social media, sites like Glassdoor, Smartphones, etc...everything they do and say is out there for the world to see and they are constantly scrutinized and analyzed. As Lorenzo shares, unlike in the past, the role of a leader now is 24/7. He is aware of the constant feedback and analysis and says he is a humble person and he tries to do the right thing on an ongoing basis. He treats people with respect and leads in a genuine way. And so when people critique him it doesn't get to him as much, because he is comfortable in his own skin and he knows he is doing his best. He believes that as long as leaders are leading in a respectful and authentic way and as long as they are driving the company forward, keeping all stakeholders at the forefront, then after that you need to be comfortable and confident in yourself. Don't take criticism too much to heart. “I've always felt it was important to have a balance, and I will work hard. And I will always try and do the best thing at the same time. Like all other humans, you've got only so much you can do. And that's what I put into perspective as well. I don't have all the right answers. I don't know everything. But I'll always do the best for the company.” What it was like working with Jack Welch and Jeff Immelt at GE Lorenzo worked at GE in various roles for around 20 years and he had the opportunity to work with both Jack Welch and Jeff Immelt. He says working with both of them was a great learning experience and they had a huge influence on who he is as a leader today. He was able to see both of them in action and learned different skills from them. He shared a story of a time when he was conducting his first project for Jack and he had to give a presentation. At the time Lorenzo was around 20 years old and being that this was his first major interaction with Jack he was very nervous. He walked into the conference room and he was surrounded by Jack and other corporate staff and he began to sweat, he was so uncomfortable. When Lorenzo started to present Jack could sense his nervousness and immediately he said “Stop, stop.” This startled Lorenzo and he was confused. He had just started presenting, there's no way he could have screwed up already. But Jack wasn't upset, he said “With a name like Lorenzo and an English accent, you've got to explain your story before you start.” And that was the ice breaker that Lorenzo needed to be able to breath and calm down before continuing with his presentation. This is something Lorenzo has taken with him as a leader. It's an important skill to be able to read how people are feeling and to help them get to a place where they can shine. During the 2008-2009 financial crisis Lorenzo was leading a GE transportation business and because of the tough times he had to call Jeff and tell him that they had lost all of their volume. Lorenzo recalls Jeff being very understanding and telling him take what you can control and do what's right, at the end of the day that's all I can ask of you. I can't ask you to control externalities that you don't have a bearing on. Jeff was supportive and kind as a leader in a really difficult time, and that's something that Lorenzo has taken from him. Leading in tough times Making difficult decisions as a leader is never pleasant, but as Lorenzo shares, you have to be honest, drive the company forward, and make sure the company is going to be there when things get better. Lorenzo recalls something a mentor once told him and that is, “The worst thing you can do in a crisis is hide in your own office, because everybody is confused and the leader needs to be out there, and actually giving a direction and giving clarity.” Lorenzo has always approached a crisis as an opportunity to engage in a dialogue and build camaraderie. Your people have to understand the reasons behind the decisions you are making as a leader. You will not always be popular for the decisions you make, but people will trust you and respect you for keeping them informed and involved in the process. As a leader you also have to be comfortable with managing ambiguity, you can't look flustered. Lorenzo says, “People don't necessarily expect you to know all the answers. Clearly, the pandemic was something many of us were facing for the first time. And we had to be agile and navigate the pandemic. But if you provide a sense of ease, and a sense of just communication, and comfort, people will come along, and you will solve it as you go along.” He says the worst thing you can do is get flustered, because people will see that and they won't trust you to make the right decision. You may not know what to do in a given moment, but you have to stay calm, come up with a rational response, and communicate with employees. Get all the information you can, and then make the best decision possible. You may not always get it right, but you will be making progress and moving forward. Lorenzo's evolution as a leader There was a time in Lorenzo's career when he admits he was more of a command and control type leader. He thought he could do it all himself and he micromanaged people. But over time his leadership style has changed. The change has come about because he listened to the feedback coming from employees and peers and really taking it to heart. Listening is such an important skill to have as a leader. In order to truly take feedback and make changes you also have to be vulnerable and self aware. It's also critical to let people know you appreciate feedback so that they continue to give it in an open and honest way. Lorenzo's advice for leaders Now more than ever it is important for leaders to stand for something and to stand for what the company believes in. As a leader at an energy technology company, Lorenzo believes that Baker Hughes can really help reduce the carbon footprint and provide safe, reliable energy for people around the world. And that is something he speaks up about and something that he takes a stand for. Every decision he makes is based on that belief. He says, “I'll also say I think leaders need to be a voice for the underrepresented and also for the way in which the globe needs to continue to evolve. And that's why diversity and inclusion is so important. Because if we don't say it as leaders, then how will it evolve? And that's the best decisions we know, are made when you actually have variation and diversity of thought. And that comes through the D&I as well.” The speed at which things are changing in the world has sped up, and so leaders also need to be agile. You have to be able to move fast and pivot when needed. “We know the end goals, but how you're going to get there can vary day in and day out, and also different roads that you take. And we look at the external world, we look at what's happening, and we pivot accordingly. And so instead of it being one big marathon, it's actually short sprints that get you along that way. And that's the way in which we've been through this journey.” ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob  

When Jeff Immelt graduated from HBS in 1982, he had job offers from Morgan Stanley and Boston Consulting Group. But Immelt had spent his second year at HBS reflecting on his career path, and he decided that he was more interested in being an operator than an investor, accepting a position with a lower salary at GE. His initial plan was to spend five years or so at GE learning how to manage. Ultimately though, he would go on to spend 35 years at the company, becoming CEO in 2001. He was so dedicated to GE that, at age 50, he got the company's logo tattooed on his leg. Immelt, now venture partner at New Enterprise Associates and a lecturer at Stanford's Graduate School of Business, recounts his history at GE in his recent book, Hot Seat: What I Learned Leading a Great American Company. And in this first episode of a special two-part Skydeck interview with Immelt, we talk about his rise to CEO, the challenge of enacting change at a massive scale, and what his experience at GE can teach large organizations about overcoming barriers to innovation.

Our Healthcare Providers & Payers Assembly opened up with a discussion on healthcare 2.0. We are joined by Jeff Immelt, the former Chief Executive Officer at GE and currently a Venture Partner at New Enterprise Associates & Stephen Liguori, former Executive Director for Global Innovation and New Models, and currently the Co-Founder at Ligouri Innovations. Some major topics of discussion are next generation drugs, advanced AI, unbundling of services, improving value based care, and physician enablement. Jeff notes that in a lot of ways, healthcare is complex, and leadership thinking should take a long term approach because change happens slowly, then all at once.

Meet Jeff Immelt:Jeff Immelt served as CEO of General Electric (GE) for 16 years and CEO of GE Healthcare for four years. The leadership lessons that he learned during his time as CEO of GE are told in Hot Seat: What I Learned Leading A Great American Company. He also chaired the President's Council on Jobs and Competitiveness under the Obama administration. He is a currently a Venture Partner at New Enterprise Associates (NEA). Jeff has a B.A. degree in applied mathematics from Dartmouth College and an M.B.A. from Harvard University.Key Insights:During his first week as CEO of GE, Jeff was faced with the 9/11 terrorist attacks followed seven years later by the Great Recession. Jeff shares how he managed GE through these crises.Why Join GE? I wanted to be an operator. Unlike many in my Harvard Business School class, I did not want to be a consultant or an investment banker.  (10:01)How Did You Assess the Response to 9/11? All business leaders were asked to provide a snapshot of what still works, what does not work, and how we should anticipate and respond to change. (21:39)Healthcare Lessons Learned.  Jeff learned that there are many terrific people in healthcare working to help others. Healthcare is behind other industries in application of business principles. (12:33)Governance. Size of boards is important.  At one time, GE had 18 board members and it was just too big because it's easy to lose connectivity and focus. (34:43)

This week's Misfit Entrepreneur is David Bradford. David is well known throughout the world for his work and development of Interpersonal Dynamics -arguably the most sought-after course at Stanford Business School. He is the Eugene O'Kelly II Senior Lecturer Emeritus in Leadership at Stanford and has been leading in his areas of expertise since 1969. His work in Interpersonal Dynamics has been at the forefront of how to build great relationships in business and in life and David has been tapped by many of the largest companies in the world to help them in better developing their leaders and teams. He is the co-author, with Carole Robin, of the best-selling book, Connect: Building Exceptional Relationships with Family, Friends, and Colleagues. The book is in many ways the Stanford course he is so well-known for packaged in an easy to use and implement guide so anyone can put the principles to work. ​ And its these principles that I want to dig into today, so let's jump in. https://connectandrelate.com/ David did his doctoral work in social psychology with an emphasis on interpersonal group behavior. He learned how to get students working in groups of 12 to get better at interpersonal relations and was brought to Stanford to help teach this to generations. Students call it “touchy/feely.” Over the course of a semester students learn how to be more open and authentic and get it validated from their peers. The experience is often transformation for students. After succeeding for so many years, David and his co-author, Carol decided that they could help people build powerful relationships on a larger scale by putting their process into a book, Connect. What is Interpersonal Dynamics? The course is part of the business school because business is about relationships. Strong relationships. We have to look at how we relate to other people and it will be different for each person – there isn't one way to do it. Interpersonal Dynamics is about creating strong relationships where people can be honest, authentic, and work through challenges successfully together. What is an exceptional relationship and what are the characteristics of them? Relationships are on a continuum. Some are casual or superficial. Others are closer. We have friends that we share experiences with as well as intimate ones. Exceptional relationships have 6 core dimensions that David has discovered throughout his career. They are as follows #1: Can I be myself? Not having to “spin an image.” Can I tell you who I really am? #2: Can I build conditions where you can be yourself and let yourself be known? This builds trust. #3: Do I know that neither of us will use this information against the other person? #4: Can we be honest and say what we mean and mean what we say? #5: Can we lean into the conflicts and learn from them in a way that builds the relationship? #6: Are we committed to each other's growth and development. This is high standard. If you have 3-4 exceptional relationships, you are ahead of the game. Is there one of the dimensions that is harder to achieve in a relationship? Each one has its own needs, but the hardest one is learning to deal with conflicts. We have trouble with getting and giving feedback. We have trouble dealing with someone being upset with us. We need to see conflict in a positive sense. Conflict is a sign something needs to be fixed. If you car is broke, you don't say “Bad car!,” you get it fixed. At the 11 min mark, David tells the story of how he and Carol had a falling out and used the dimensions to repair their relationship. Carol and David had a very strong relationship. They were both teaching the interpersonal course and David had mentored Carol. Carol was set to replace David as he was moving to Emeritus. Carol wanted a new title and some other things that David didn't really think was needed and he did not go to bat for her with the University. It hurt their relationship deeply. After some time passed and each reflected, they got together and neither ended up agreeing, but they understood each other and accepted each other's views, it allowed them to rebound and even led to them writing the book. Logic and feelings are both important. It's the feelings behind the logic that give it importance. Logic and feelings are partners. Not in opposition. We don't want logic to fully control us like Spock on Star Trek and we also don't want feelings to fully control us. But if we don't recognize our feelings, then they do control us. So, can we know what we are feeling and now what we want and have them work together. What are some of the things people should be doing to put their relationships on a path toward exceptional? At the 18 min mark, David talks about how they do the groups with the students at Stanford. It's best to listen. You should look at each of the 6 Dimensions/variables and ask where you can improve. Then focus on getting a little bit better and growing each area of improvement. You worked with and advised some of the biggest companies in the world include top Silicon Valley startups, where are some of the biggest challenges in most companies when it comes to building better relationships? Entrepreneurs often have a great idea and pull in others, but they over-emphasize what they know. Building a company and solution is complicated. It is hard as a leader to both have a vision and drive but stop and listen to other people. At the 25 min mark, David tells the story of George Washington being talked out of attacking New York by his team and if he had, they would have been defeated and the US would not exist. You have to be able to make decisions and know where you are going, but listen to others and implement their feedback at the same time. At an individual leader level, what are things they should thinking about when interacting 1:1? What is often most difficult to recognize that the power differential between them and their direct reports. In the end, they are the boss. They hold the employee's future in their hand. So leaders have to work extra hard to make sure their relationships are strong enough to get the truth, but also that they maintain the line of being the boss and not becoming a friend. Asking “Am I doing anything that is getting in the way?” or “How can I be more helpful?” is important to show you are willing to work with people and adapt to help them succeed. What do you see in the great leaders you've worked with on how they balance being a leader and being a friend? It's both. Your primary objective is the organization. This doesn't keep your from building a strong, open relationship with direct reports. At the 31 min mark, David tells the story of Jeff Immelt, former CEO of GE, giving a talk at Stanford discussing his relationship at GE with then CEO, Jack Welch. He said they were friends and liked each other. Jeff worked for Jack. Jeff had a time where he didn't meet his numbers for 2 quarters. At a leadership retreat, Jack pulled him aside and said “Jeff, I really like, but a 3rd quarter like that and you are out.” They could be friends, but Jack never forgot that his first duty was the organization. Hiring and growing people is important – we hire people for their potential and it your duty to help them. Feedback is a gift. Any practices or habits leader embody that help them learn to get better? Leaders need to know themselves. If you want a leader to be liked, you are in trouble. You want to be a leader that is effective. You need to get likes and approval somewhere else. Can you live with the fact that a direct report is mad at your or disappointed in you and not bend yourself into a pretzel? This important when you need to terminate someone. Can you honor differences in style with direct reports? This is important and needed to succeed. Don't just hire people like you. ​ What works or mentors have influenced you most in your career? David's father. Carol. The best mentors have been the mistakes he's made. And what he has learned has been huge for his success. David sometimes has a class that doesn't go well, and he takes time to write down why. Mistakes are learning opportunities and you must use them as such.   Best Quote: Logic and feelings are partners. Not in opposition. We don't want logic to fully control us like Spock on Star Trek and we also don't want feelings to fully control us. But if we don't recognize our feelings, then they do control us. So, can we know what we are feeling and now what we want and have them work together.   David's Misfit 3: We constantly have choices. “I can't” is a choice. Whatever you decide on anything, is a choice. Own it. Realize that your goal is not to be perfect, but to be human and show who you are. See disagreement and conflict as a sign that there is something here we need to work on. Seek a 3rd alternative that has the best of both. See conflict as a source of creativity and a source of growth.   Show Sponsors: BKA Content (1 FREE Month!) www.BKAcontent.com/Misfit 5 Minute Journal:  www.MisfitEntrepreneur.com/Journal

Podcast: The Knowledge Project with Shane Parrish (LS 69 · TOP 0.05% what is this?)Episode: #116 Jeff Immelt: Leadership In A CrisisPub date: 2021-07-27Former General Electric CEO Jeff Immelt looks back on his two decades with the company and the strategies he used to lead during three separate crises. In this episode Immelt discusses what happened during those events and why, what it was like to take over for GM icon Jack Welch, getting the information you need to make decisions, activist investors, fighting complexity, the mismatched timelines between CEOs and shareholders, unions, and so much more.   Immelt is currently a venture partner at New Enterprise Associates and a lecturer in management at the Stanford University Graduate School of Business. He served as the Chairman and CEO of GE from 2001-17, and is the author of the 2021 memoir Hot Seat: What I Learned Leading a Great American Company. Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, searchable transcripts, member only episodes, and more. https://fs.blog/knowledge-project-premium/ Every Sunday our newsletter shares timeless insights and ideas that you can use at work and home. Add it to your inbox: https://fs.blog/newsletter/ Follow Shane on twitter at: https://twitter.com/ShaneAParrishThe podcast and artwork embedded on this page are from Farnam Street, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Jeff Immelt succeeded Jack Welch as the CEO of General Electric, a great American company. When Immelt took over in 2001, he didn't know that he would have a long, turbulent road ahead. The Sept. 11 terrorist attacks would be the first of many crises that Immelt had to grapple with in his time as CEO. He was at the helm of the company through the bursting of the dot com bubble, the Fukushima Daiichi nuclear disaster, the fall of Enron, and the 2008-09 financial crisis. Shareholders blamed Immelt for his inability to turn the company around and for allowing GE to lose $150 billion of market value under his watch. In this conversation, Immelt shares what he's learned about leading in crisis, how he's taken responsibility for the consequences of his decisions, and why he believes the next generation of founders and CEOs need to be masters of chaos. --- Stay up to date by singing up for The Profile, our weekly newsletter that brings you the best profiles of successful people and companies. Sign up here: https://readtheprofile.com

544: Jeff Immelt, the former CEO of GE, spent over 15 years running one of the world's largest companies. In this interview, Jeff discusses his experience growing up professionally at GE, Jeff's relationship with his predecessor and legendary CEO, Jack Welch, and Jeff's story ascending to the CEO role. We discuss why Jeff decided to write the book about his time at GE, two things Jeff would have done differently if he had the chance to do them over again, and the digital push Jeff made as CEO. Lastly, we discuss what Jeff misses most about his time at GE, Jeff's views on the global economy going forward, Jeff's advice to younger individuals at the beginning of their careers, among a variety of other topics.

How to be a good CEO? How do you judge someone's success? How to build a relationship? How does a work-relationship would affect a company? In this episode, I talked to Jeff Immelt, the former CEO of General Electic, arguably one of the largest companies, on to talk about his new book, Hot Seat: What I Learned Leading a Great American Company. We also talked about his journey, how he became the CEO, and also a couple of strategic decisions that GE made, or did not make. My new book Skip The Line is out! Make sure you get a copy wherever you get your new book! Join You Should Run For President 2.0 Facebook Group, and we discuss why should run for president. I write about all my podcasts! Check out the full post and learn what I learned at jamesaltucher.com/podcast. Thanks so much for listening! If you like this episode, please subscribe to "The James Altucher Show" and rate and review wherever you get your podcasts: Apple Podcasts Stitcher iHeart Radio Spotify Follow me on Social Media: YouTube Twitter Facebook ------------What do YOU think of the show? Head to JamesAltucherShow.com/listeners and fill out a short survey that will help us better tailor the podcast to our audience!Are you interested in getting direct answers from James about your question on a podcast? Go to JamesAltucherShow.com/AskAltucher and send in your questions to be answered on the air!------------Visit Notepd.com to read our idea lists & sign up to create your own!My new book, Skip the Line, is out! Make sure you get a copy wherever books are sold!Join the You Should Run for President 2.0 Facebook Group, where we discuss why you should run for President.I write about all my podcasts! Check out the full post and learn what I learned at jamesaltuchershow.com------------Thank you so much for listening! If you like this episode, please rate, review, and subscribe to "The James Altucher Show" wherever you get your podcasts: Apple PodcastsiHeart RadioSpotifyFollow me on social media:YouTubeTwitterFacebookLinkedIn

Trevor and Steve sit down with Jeff Immelt, former CEO of GE and Partner at NEA, this week on A Healthy Dose.

I'm excited to share a chapter of my book, Responsive: What It Takes to Create a Thriving Organization. The full audiobook version of Responsive comes out in late September 2018, but in the meantime, I am excited to share it in podcast form. -- Here's an excerpt: How to Experiment Experimentation is at the heart of any Responsive organization. The goal is to react quickly with the best information at hand, and then respond to feedback, whether it be from clients, the market or employees.  The following three components are needed before companies can experiment successfully. Trust A vital component of any organization that wants to experiment is trust in the people actually doing the work. There was a point in catering the first annual Responsive Conference where the outcome was simply out of my control and I had to trust the people to whom I had given authority. In Buffer's experiments with remote work, there was a willingness to trust that their employees would be productive outside of a traditional office setting. Had things gone poorly, they could always have moved back to a single location. Culture Culture is the second principle which makes a successful experimental company. General Electric couldn't have embarked on the changes former CEO Jeff Immelt ushered in without a willingness to experiment with new visions, plans, and actions (see Chapter 6). While opinions of success vary, depending on whether we're considering shareholder value or improved culture, GE is now a more agile company with a more human-focused culture than it had before. Similarly, at Culture Amp, it took Didier Elzinga's thoughtfulness and a company focused on the well-being of people, to leave behind a model of compensation that did not suit the needs of that organization. Incremental Change Finally, incremental change can be used to ease the process of implementing Responsive principles. Incremental change can minimize losses and maximize learning from “failed” experiments and allow successful trials to be quickly built upon, scaled, or improved further. This doesn't mean all Responsive change must be small (as we'll see in the next chapter), but it is important to factor in the gains afforded by small cumulative adaptations. -- If you've enjoyed this chapter of Responsive, you can purchase a Kindle or print version of the book on Amazon. And be sure to check out the Responsive Conference, coming up September 24-25th in Queens, NY.  

In episode 87 of Financially Simple, Justin looks at the top ten things that good leaders do. Jeff Immelt, former CEO of GE, shared what he thought the good qualities of a leader are in an interview with Fast Company Magazine. Justin goes over the top ten qualities and analyzes each in context for the small business owner. Don't forget to subscribe, and let us know how we are doing by leaving a review. Thanks for listening! BLOG TRANSCRIPTION:  “World's Best CEO” Winner Jeff Immelt Shares His List of Leadership Must-Dos   TIME INDEX: 00:32 - The Top Ten Things Leaders Do 01:36 - #1 - Personal Responsibility 03:15 - #2 - Simplify Constantly 04:43 - #3 - Understand Breadth, Depth, and Context 06:29 - #4 - The Importance of Alignment and Time Management 07:55 - #5 - Leaders Learn Consistently, and Also Have to Learn How to Teach 09:58 - #6 - Stay True to Your Own Style 12:59 - #7 - Manage by Setting Boundaries with Freedom in the Middle 14:23 - #8 - Stay Disciplined and Detailed 15:48 - #9 - Leave a Few Things Unsaid 18:19 - #10 - Like People 19:55 - Summary   USEFUL LINKS: Financially Simple Financially Simple on YouTube Financially Simple on Facebook Financially Simple on Twitter Fast Company - Things Leaders Do __________ BIO: Justin A. Goodbread, CFP®, CEPA, CVGA, is a nationally recognized financial planner, business educator, wealth manager, author, speaker, and entrepreneur. He has 20+ years of experience teaching small business owners how to start, buy, grow, and sell businesses. He is a multi-year recipient of the Investopedia Top 100 Advisor and 2018 Exit Planning Institute's Exit Planner Leader of the Year.DISCLOSURES:This podcast is distributed for informational purposes only. Statements made in the podcast are not to be construed as personalized investment or financial planning advice, may not be suitable for everyone, and should not be considered a solicitation to engage in any particular investment or planning strategy. Listeners should conduct their own review and exercise judgment or consult with their own professional financial advisor to see how the information contained in this podcast may apply to their own individual circumstances. All investing involves the risk of loss, including the possible loss of principal. Past performance does not guarantee future results and nothing in this podcast should be construed as a guarantee of any specific outcome or profit. All market indices discussed are unmanaged, do not incur management fees, costs and expenses, and cannot be invested into directly. Investment advisory services offered by WealthSource Partners, LLC. Neither WealthSource Partners, LLC nor its representatives provide legal or accounting advice. The content of this podcast represents the views and opinions of Justin Goodbread and/or the podcast's guests and do not necessarily represent the views and/or opinions of WealthSource Partners, LLC. Statements made in this podcast are subject to change without notice. Neither WealthSource Partners, LLC nor its representatives, the podcast's hosts, or its guests have an obligation to provide revised statements in the event of changed circumstances. Certified Financial Planner Board of Standards, Inc. (CFP Board) owns the CFP® certification mark, the CERTIFIED FINANCIAL PLANNER™ certification mark, and the CFP® certification mark (with plaque design) logo in the United States, which it authorizes the use of by individuals who successfully complete CFP Board's initial and ongoing certification requirements.   Advisors who wished to be ranked in Investopedia's Top 100 Financial Advisors list either self-submitted answers to questions compiled by Investopedia or were nominated by peers.  Rankings were determined based on the number of followers and engagement on social media, primary contribution to professional industry websites, and their focus on financial literacy.  Neither performance nor client experience, however, were considered.  No compensation was paid by WealthSource Partners, LLC or Justin Goodbread to secure placement on Investopedia's Top 100 Financial Advisors List.   The Exit Planning Institute's Leader of the Year is awarded to a nominee who is a CEPA credential holder who has made a significant impact or contribution to the exit planning profession or overall community through innovation and influence and is viewed by the Exit Planning Institute as a thought leader, risk-taker and specialist while showing characteristics of collaboration.   This podcast might recommend products or services that offer Financially Simple compensation when you use them. This compensation is used to help offset the cost of creating the content. We will, however, never suggest products/services solely for the compensation we receive.

Ideas are powerful. Ideas can sit in your head, or they can change the world. For developing your business and strengthening your financial well-being, how do you take ideas out of your head and get them into the marketplace? On this episode of the Uncommon Life Project Podcast, hosts Phillip and Bryan talk with Gabriel Glynn – a guy who really knows how to generate an idea and run with it. Gabriel Glynn is CEO of Makusafe and a serial entrepreneur. Gabriel's startup journey began over a decade ago. In that time has experienced several successful exits, aka sold his company for a profit. His most recent was the selling of his software company Slash Web Studios in 2015. Gabe was named 2014 Entrepreneur of the Year at the Iowa Small Business Awards. He was named Alumni of the Year by Des Moines Area Community College and was a finalist for the YPC, young professional of the year in 2013. He has served on many community and non-profit boards and was a charter member of the Greater Des Moines Rotary Club. Gabriel is the creator and host of the Advanced Manufacturing Podcast and has interviewed dozens of manufacturing leaders around the globe, including Jeff Immelt, former CEO of GE Corporation. Gabriel, his wife Amanda and their two boys live in Ankeny, Iowa. Gabe has made a literal habit of generating new ideas every day. There's a lot of great stuff to learn from him. Find out more about Gabe's work at https://makusafe.com/ and reach out on Twitter @GabrielGlynn What you'll learn How to make a habit of curiosity The cost and sacrifice of entrepreneurship - go into it with eyes wide open The role faith can play in entrepreneurship The importance of choosing people you truly want to work with, not just the highest or lowest bidder How to find an advisor or mentor who will push you, not just encourage you How to find an unpaid sales force, a group who stands to gain by what you are doing and who will spread the word What it takes to be a serial entrepreneur (it starts with a curious mind) How hosting a podcast can get you on a jet with Jeffrey Immelt The importance of coming up for air, spending time with your family, and being human Why most product start-ups fail How to leverage a source for residual income from the manufacturing space How a piece of $30 technology can prevent workplace accidents and death

photo by Kirsten Jorgensen This week, the battle for free speech on the internet, Android Oreo is here, Solar Eclipse 2017, Samsung bursts onto the scene with a new Galaxy Note, Elon Musk wants to stop killer robots, and much, much more. What We're Playing With Andy:  Halt and Catch Fire season 4 Tosin: Apple AirPods Dwayne: Solar Eclipse 2017 Headlines Google reveals Android O is named Oreo, begins rollout to Nexus and Pixel devices Verizon to start throttling video on smartphones on all unlimited data plans to 720p, with the cheapest “Go Unlimited” plan limiting video to 480p Jeff Immelt has emerged as the front-runner to become Uber's CEO Walmart and Google partner on voice-based shopping HTC cuts the Vive VR headset's price to $599 Audible Book of the Week Angel: How to Invest in Technology Startups - Timeless Advice from an Angel Investor Who Turned $100,000 into $100,000,000 by Jason Calacanis Sign up at AudibleTrial.com/TheDrillDown Music Break: Total Eclipse of the Heart (Dance Mix) by Nicki French Hot Topic: Free Speech on the Internet Fighting Neo-Nazis and the Future of Free Expression Daily Stormer Takedown Is 'Dangerous' for Free Speech, Says EFF How Hate Groups Forced Online Platforms to Reveal Their True Nature Cloudflare CEO on Terminating Service to Neo-Nazi Site: 'The Daily Stormer Are Assholes' Unlikely Allies Join Fight To Protect Free Speech On The Internet Music Break: Starman by David Bowie Final Word Elon Musk leads 116 experts calling for outright ban on killer robots The Drill Down Video of the Week Samsung Galaxy Note 8 Hands-On Review Elon Musk Space X space Suit   First picture of SpaceX spacesuit. More in days to follow. Worth noting that this actually works (not a mockup). Already tested to double vacuum pressure. Was incredibly hard to balance esthetics and function. Easy to do either separately. A post shared by Elon Musk (@elonmusk) on Aug 23, 2017 at 12:59am PDT Subscribe! The Drill Down on iTunes (Subscribe now!) Add us on Stitcher! The Drill Down on Facebook The Drill Down on Twitter Geeks Of Doom's The Drill Down is a roundtable-style audio podcast where we discuss the most important issues of the week, in tech and on the web and how they affect us all. Hosts are Geeks of Doom contributor Andrew Sorcini (Mr. BabyMan), marketing research analyst Dwayne De Freitas, and Box product manager Tosin Onafowokan.

Neuberger Berman's Charles Kantor discusses the Amazon/Whole Foods deal and also says GE's Jeff Immelt performed well for his company. Peter Westaway, Vanguard Asset Services' chief European economist, says the slightly dovish message from the BOE is appropriate. Finally, Michael Chertoff, former U.S. Secretary of Homeland Security, says the scale of cyberattacks will grow. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com