August 2008
Intermediate to advanced
544 pages
14h 5m
English
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Chapter 1. Introduction: The Power of Reframing
Bob Nardelli expected to win the three-way competition to succeed management legend Jack Welch as CEO of General Electric. He was stunned when Welch told him late in 2000 that he'd never run GE. The next day, though, he found out that he'd won the consolation prize. A director of Home Depot called to tell him, "You probably could not feel worse right now, but you've just been hit in the ass with a golden horseshoe" (Sellers, 2002, p. 1).
Within a week, Nardelli hired on as Home Depot's new CEO. He was a big change from the free-spirited founders, who had built the wildly successful retailer on the foundation of an uninhibited, entrepreneurial "orange" culture. Managers ran their stores using "tribal ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.