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Hot Seat
- What I Learned Leading a Great American Company
- Narrated by: Robert Petkoff, Jeffrey Immelt - introduction
- Length: 13 hrs and 17 mins
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Publisher's summary
A fascinating and candid memoir about successful leadership from the former CEO of General Electric, named one of the “World’s Best CEOs” three times by Barron’s, and the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the devastating 2008-09 financial crisis, and into an increasingly globalized world.
In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy - GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE - one of America’s biggest and most-heralded corporations - for direction. No pressure.
Over the next 16 years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima’s nuclear reactors, which were designed by GE. But Immelt’s biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE’s focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled.
In Hot Seat, Immelt offers a rigorous and raw interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won’t protect any CEO from second-guessing, but Immelt explains how he’s pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat “takes you into the office, head, and heart of the man who became CEO of GE on the eve of 9/11, and then led the iconic behemoth for 16 fascinating, and often turbulent, years. A handbook on leadership - and life” (Stanley A. McChrystal, General, US Army [Retired], CEO and Founder, McChrystal Group).
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- Unabridged
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When pioneering business journalist and Inc. magazine editor at large Bo Burlingham wrote Small Giants, it became an instant classic for its original take on a common business problem - how to handle the pressure to grow. Now Burlingham is back to tackle an even more common problem - how to exit your company well. Sooner or later, all entrepreneurs leave their businesses and all businesses get sold, given away, or liquidated.
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Begin with the end in mind
- By D. Hartzell on 02-05-15
By: Bo Burlingham
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Who Says Elephants Can't Dance?
- Inside IBM's Historic Turnaround
- By: Louis V. Gerstner Jr.
- Narrated by: Edward Herrmann
- Length: 8 hrs and 29 mins
- Unabridged
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In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.
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Moderate Start, Picks up FAST!
- By Art H on 02-08-05
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Good for the Money
- My Fight to Pay Back America
- By: Bob Benmosche
- Narrated by: Sean Pratt
- Length: 9 hrs and 33 mins
- Unabridged
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In 2009, at the peak of the financial crisis, AIG - the American insurance behemoth - was sinking fast. It was the peg upon which the nation hung its ire and resentment during the financial crisis: the pinnacle of Wall Street arrogance and greed. When Bob Benmosche climbed aboard as CEO, it was widely assumed that he would go down with his ship. In mere months, he turned things around, pulling AIG from the brink of financial collapse and restoring its profitability.
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Worthwhile, informative, and just short of inspiring
- By Preston on 11-17-21
By: Bob Benmosche
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The Reinventors
- How Extraordinary Companies Pursue Radical Continuous Change
- By: Jason Jennings
- Narrated by: Jason Jennings
- Length: 6 hrs and 10 mins
- Unabridged
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Eventually every job and every business will become irrelevant. According to Jason Jennings, the past few decades have seen unprecedented shifts: former third-world nations have transformed themselves into high-tech manufacturing powerhouses; technology has democratized business and increased competition in ways never before seen; and customers, used to getting exactly what they want when they want it, are no longer beholden to the corporate giants.
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Good advice
- By Myers on 07-28-18
By: Jason Jennings
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Overhaul
- An Insider's Account of the Obama Administration's Emergency Rescue of the Auto Industry
- By: Steven Rattner
- Narrated by: Joe Barrett
- Length: 13 hrs and 28 mins
- Unabridged
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This first real look inside Team Obama mixes political warfare and big-business shakeups in equal proportions, and comes from a uniquely informed source. Steve Rattner is not just the man brought in by the president to save the auto industry, he is a former New York Times financial reporter who also earned a place among the top tier of Wall Street's most informed investment bankers and corporate experts.
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Overhaul - A Memoir
- By Roy on 12-05-10
By: Steven Rattner
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Small Giants
- Companies That Choose to Be Great Instead of Big, 10th Anniversary Edition
- By: Bo Burlingham
- Narrated by: Bo Burlingham, Sean Pratt
- Length: 10 hrs and 47 mins
- Unabridged
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It's an axiom of business that great companies grow their revenues and profits year after year. Yet quietly, under the radar, a small number of companies have rejected the pressure of endless growth to focus on more satisfying business goals. Goals like being great at what they do, creating a great place to work, providing great customer service, making great contributions to their communities, and finding great ways to lead their lives. In Small Giants, veteran journalist Bo Burlingham takes us deep inside 14 such remarkable companies.
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fantastic book for small company builders
- By Amazon Customer on 08-01-17
By: Bo Burlingham
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Smart People Should Build Things
- How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America
- By: Andrew Yang
- Narrated by: Tim Paige
- Length: 6 hrs and 12 mins
- Unabridged
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In Smart People Should Build Things, this self-described "recovering lawyer" and entrepreneur weaves together a compelling narrative of success stories (including his own), offering observations about the flow of talent in the United States and explanations of why current trends are leading to economic distress and cultural decline. He also presents recommendations for both policy makers and job seekers to make entrepreneurship more realistic and achievable.
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Smart doesn’t mean smart.
- By Will on 03-21-20
By: Andrew Yang
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The Lords of Strategy
- The Secret Intellectual History of the New Corporate World
- By: Walter Kiechel III
- Narrated by: Robertson Dean
- Length: 11 hrs and 46 mins
- Unabridged
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Imagine running a business without a strategy. It would be akin to driving blindfolded, to building a house without a blueprint. The concept of strategy changed all that, paving the way for the creation of the modern corporate world. The Lords of Strategy provides listeners with a deeper understanding of the world they compete in, and a sharper eye for what works — and what doesn’t — when forging strategy.
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Super Book of Narrow Interest
- By Roy on 08-23-10
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Tap Dancing to Work
- Warren Buffett on Practically Everything, 1966–2012: A Fortune Magazine Book
- By: Carol J. Loomis
- Narrated by: Susan Boyce, Barry Press
- Length: 17 hrs and 38 mins
- Unabridged
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When Carol Loomis first mentioned a little-known Omaha hedge-fund manager in a 1966 Fortune article, she didn’t dream that Warren Buffett would one day be considered the world’s greatest investor - nor that she and Buffett would become close personal friends. Now Loomis has collected and updated the best Buffett articles Fortune published between 1966 and 2012, including thirteen cover stories and a dozen pieces authored by Buffett himself. Loomis has provided commentary about each major article that supplies context and her own informed point of view.
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A collection of finance articles - not a biography
- By Gerardo A Dada on 08-23-13
By: Carol J. Loomis
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Good to Great
- Why Some Companies Make the Leap...And Others Don't
- By: Jim Collins
- Narrated by: Jim Collins
- Length: 10 hrs and 1 min
- Unabridged
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Built To Last, the defining management study of the 90s, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
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Good info, over-the-top narration
- By Anaxamaxan on 08-31-10
By: Jim Collins
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Car Guys vs. Bean Counters
- The Battle for the Soul of American Business
- By: Bob Lutz
- Narrated by: Norman Dietz
- Length: 9 hrs and 36 mins
- Unabridged
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In 2001, General Motors hired Bob Lutz out of retirement with a mandate to save the company by making great cars again. He launched a war against penny pinching, office politics, turf wars, and risk avoidance. After declaring bankruptcy during the recession of 2008, GM is back on track thanks to its embrace of Lutz's philosophy. When Lutz got into the auto business in the early sixties, CEOs knew that if you captured the public's imagination with great cars, the money would follow.
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Opinionated and one-sided
- By Michael Parks on 06-23-11
By: Bob Lutz
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Crash Course
- The American Automobile Industry's Road from Glory to Disaster
- By: Paul Ingrassia
- Narrated by: Patrick Lawlor
- Length: 12 hrs and 18 mins
- Unabridged
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In Crash Course, Ingrassia answers the big questions: Was Detroit's self-destruction inevitable? What were the key turning points? Why did Japanese automakers manage American workers better than the American companies themselves? Ingrassia also describes dysfunctional corporate cultures (even as GM's market share plunged, the company continued business as usual) and Detroit's perverse system of "inverse layoffs" (which allowed union members to invoke seniority to avoid work).
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Contemporary History at Its Best
- By Roy on 04-19-10
By: Paul Ingrassia
What listeners say about Hot Seat
Average customer ratingsReviews - Please select the tabs below to change the source of reviews.
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- Solonzo Kyss
- 05-04-21
Very Insightful
Great story from a great vantage point.
Very insightful and engaging read.
A leader has to be tested in both good and bad times to truly vet their mettle.
I'd like to see the GE tatoo though ...
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- Oliver
- 05-16-21
Very good narration.
I'm not here to review or judge the contents of this book. I've noticed a general decline in audible narration over the past year or so, so I'm just reviewing the narrations.
The narration in this book was very good. It was definitely a person narrating it. Good emotion, good inflection, good tempo, and good pronunciation. You won't be disappointed by the narration.
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- Dragiev, D.
- 03-14-21
Very valuable lessons. Great insights.
Loved it. Very valuable stories and insights about different business situations managing one of the biggest companies in the world. Worth rereading few times. Favorite chapters about systems thinking, competing around the world, learning everyday and being optimistic.
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- Patrick
- 03-20-21
Could have gone deeper
Mr Immelt’s story was enjoyable but I had hoped to read a more thorough account of his time at GE. I had a lot of respect for GE and have no doubt that there were plenty of talented people there. Might be better if we get to read Steve Bolze’s and John Flannery’s side of the story too
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- Edie
- 07-08-21
Should be called ‘in Defense of my time as ceo’
I feel like this book should never have been written. He only has a story of failure to tell which would actually be interesting if he could bring himself to be honest about it.
Good leaders own failure and just stop there. He owns it (for about 5 seconds) then deflects it onto someone/anyone else. Toxic leadership and classic Harvard MBA er. He has an excuse for everything.
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- Tony Goodhardt
- 04-03-21
The numbers don't lie. Jeff is the best ever.
I've never been employed by GE, but I was a licensed lessor, married a VP, and wrote a lot of auto fintech for them (and many others) from 1977 thru 2020. Loved reading about events I was involved in, and how things played out.
Jeff is 10x the leader Jack was and 10x the leader Mr. Culp could ever be. Albeit in absentia, the monetary and societal benefits of restoring GE as an industrial company are just emerging via presidential executive order. My (know-body) prediction is Jeff will (virtually) return to the helm because nobody at GE now can do what he did then. The United States of America is on the verge of an econocentric and an ecological recovery. While GE stockholders may enjoy the money from his labor for a while, only Jeff can sustain it - probably only as an outlier.
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- Y. Zheng
- 05-31-21
A different narrative
Jeff Immelt was a strong leader, and the book was well written. However, he is still not owning up the five biggest strategic mistakes he made during his tenure, namely: selling NBC cheap; selling good pieces of GE capital cheap while keeping the bad pieces; buying oil and gas assets high; wasting tens of billions on GE digital; and ultimately buying Alstom high. These five mistakes alone destroyed hundreds of billions of dollars of share holder value. Jeff earned the reputation of “buy high sell low” in Wall St. People inside GE knew he pushed the deals even when they made bad economic sense. There’s no denying that those were “Jeff’s deal”s. You can’t claim leadership while denying responsibility for your biggest mistakes.
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- Eddie
- 01-20-23
Great insight into the goings on in a conglomerate.
Nice read. Gives a the reader a good sense of how big are some of these conglomerates and how much they control. At the same time presents the stories of individuals and their interactions in this vast business.
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- Bill
- 04-17-21
He Tried
I am 63, own a micro-business with my wife, and will never be a CEO of the sort Immelt often addresses. Nonetheless, he put a good effort into the book and his decades at GE. I will seek out more opportunities to hear and read what he has to say. I can give no greater compliment.
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- Mike K.
- 03-18-21
Good insight into running a huge company
Hot Seat is a brief glimpse into what it’s like to run a huge corporation from the leaders seat. I enjoyed the story - but it left me feeling that I wasn’t getting the unvarnished truth. Much of the book read like it was written to protect the author’s legacy
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