28 Welch Way Podcasts on Leadership and Management You May Have Missed


Looking for more leadership and management podcast resources? Jack and Suzy Welch were BusinessWeek columnists from April 2006 to July 2009. Their Welch Way podcast offered invaluable insights for workers on how to be successful as a manager and a leader.

Below are my favorite Welch Way podcasts with their official descriptions. For more information, check out The Welches official website The Welch Way.

  1. The Difference Dignity Makes: Jack & Suzy Welch say that the benefits of bosses explaining their moves and letting employees air their ideas go beyond creating a more pleasant workplace.
  2. Inventing the Future Now: Jack and Suzy Welch say today many leaders are focused only on survival, but when the upturn arrives, rebounds will belong to the ready.
  3. An Employee Bill of Rights: Jack and Suzy Welch say that at minimum, bosses should reward producers, give performance reviews, and avoid playing favorites like some middle school “mean girl.”
  4. How do leaders motivate themselves?: Everybody knows that motivating the troops is Job One. But how do leaders motivate themselves? BusinessWeek Columnists Jack & Suzy Welch have some pointers.
  5. The Recession’s Painful Reality: Jack and Suzy Welch say that all good leaders hate letting people go, but with bankruptcies soaring and whole industries disrupted, few companies should come out of this crisis looking like they did going in.
  6. The Loyalty Fallacy: Jack & Suzy Welch say that when the specter of layoffs draws near, managers usually choose to field the best team rather than risk their company’s survival. But is this really fair to loyal employees?
  7. How to Survive a Media Mauling: What should people do in a situation where the media do not have the facts and seem not to want them, especially when their reports have a negative impact on your career and integrity? Jack and Suzy Welch have an answer.
  8. Why Your Office Isn’t Like Google’s: Jack and Suzy Welch ask: Would Google encourage people to spend one day a week on pet, blue-sky projects without market dominance?
  9. Setting Emotional Boundaries: The workplace is a theater, replete with hatred, love, joy, resentment, anger, pride, and jealousy. Guess what? It’s the manager’s job to see that employees keep their emotions under control before they cause trouble, according to Jack and Suzy Welch.
  10. Hiring Is Hard Work: Jack & Suzy Welch talk about lessons recently (re)learned from two job applicants they almost employed.
  11. The Connected Leader: Jack & Suzy Welch say that Web Age managers must learn to sift for gems through torrents of data and chatter.
  12. High Performers Won’t Wait: Jack & Suzy Welch say that these days, holding back promising employees until they “pay their dues” is folly.
  13. Keeping Morale Up in a Downturn: Jack & Suzy Welch say that by leaving your people out of the loop, you risk losing the trust and positive energy your company needs now, more than ever.
  14. Finding Innovation Where It Lives: Bottom-up collaborative innovation doesn’t happen by accident. BusinessWeek columnists Jack & Suzy Welch talk about what it takes to unleash its power.
  15. When a Star Slacks Off: Jack & Suzy Welch talk about the “slider,” an achiever who is drifting along on past glories. That’s a waste, but a slider’s poor example can also be a poisonous influence.
  16. The Miscreants Among Us: Jack and Suzy Welch say that as long as risk managers have less authority and prestige than the people they police, their voices won’t be heard at the top.
  17. How to Really Shake Things Up: Jack & Suzy Welch say that transforming a company requires total commitment and serious stamina.
  18. Scrambling to Find a Successor: Jack & Suzy Welch answer the question: If good succession planning makes so much sense, why isn’t it more common?
  19. Wielding the Velvet Hammer: Jack & Suzy Welch say that creative types need special care, but they are the lifeblood of your company.
  20. Bosses Who Get It All Wrong: Jack & Suzy Welch on what lousy leadership is, and how inept leaders can derail a thriving enterprise.
  21. Lay Off the Layers: Jack and Suzy Welch say that the organizational compulsion to insert layers is just about as inexorable as, say, hurricane season. And it can be just as damaging. The only difference is that layers can be prevented.
  22. The Importance of Being There: Jack & Suzy Welch on telecommuting. It has benefits, but could be a disaster if you want to climb the corporate ladder. Even today, with technology and open-mindedness toward flexible work arrangements, telecommuting comes with a cost: diminished face time.
  23. Turning Blase into Buy-In: Can people actually go from blase to burning hot? Jack & Suzy Welch’s answer is a resounding “yes,” as every good manager already knows. Passion can indeed be ignited, but you must draw on your own inner fire, giving your people powerful answers to the questions: Where are we going? Why? And: What’s in it for me?
  24. Fear of Flying High: Jack & Suzy Welch say that there isn’t a good manager in the world who doesn’t have a daily panic attack about the load of stuff he doesn’t know but should, the confounding challenges ahead, and the sheer impossibility of getting it all done.
  25. Charisma: Almost everyone wonders at some point in his or her career how big a role charisma plays in success. BW podcasters Jack & Suzy Welch answer the age-old question: Does a leader have to have charisma?
  26. Good Boss vs. Bad Boss: Is it better to work for a bad boss at a good company or a good boss at a weak company? BusinessWeek columnists Jack & Suzy Welch find that people’s opinions are split right down the middle. They tell us what how they think about it in this podcast edition of their column.
  27. The Smarter They Are: Jack & Suzy Welch say that it’s human nature to feel fearful that a “superior” employee could make you look inferior, and perhaps slow down your career progress. But in reality, the exact opposite usually occurs. The reason is that leaders are generally not judged on their personal output. What would be the point of evaluating them like individual contributors? Rather, most leaders are judged on how well they’ve hired, coached, and motivated their people, individually and collectively — all of which shows up in the results.
  28. The Whining Game: How do you change a culture in which employees complain incessantly about everything from politics to being under-appreciated? BW columnists Jack and Suzy Welch argue that managers need to understand that they’re running companies, not country clubs or counseling services. Your No. 1 priority is to win in the marketplace so that you can continue to grow and provide opportunities for your people. And in this podcast, the Welches also tackle a provocative question from a reader: Is it necessary for other people to fail in order for someone to succeed?