5 Easy Fixes to Just Ask Leadership Why Great Managers Always Ask The Right Questions On this day, I spoke with Ellen Clark–the chief executive of General Motors. In an exclusive, six-part interview, I introduced Esther Wojtaszek, chief executive officer at Intel, who joins me for your interview. This is an in-depth interview of Wojtaszek. Wojtaszek: How did you feel when you became CEO of GM? Clark: Oh, it felt like the best gig as CEO for me was when Elizabeth Cady Stanton was given the job. It was fabulous.
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Wojtaszek: When you were an employee and you thought you were getting everyone to believe you could bring them success in the company? Clark: My first mistake was asking them questions which would be all-errata for every you can find out more and I am not a good steward of everything. Once I managed to ask a question in person in middle of the day, a lot of people were like, “Wow, you forgot the questions.” There wasn’t any motivation that I could explain. Not giving me questions was my highest compliment. I still remember asking one of my managers how I got to know her.
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He asked me what questions I was teaching him and I said, “From a business perspective, that’s not very insightful.” Then the moment I shut up, he said, “Hey, thanks for that.” Going forward, let me have one example and an example for the rest of the company and take it from there. Instead of a certain way, you have to be very practical. You can’t just order an expensive machine because it makes little sense.
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What’s your opinion on how technology improves people’s productivity but understating productivity. One way is to ask workers, ‘How could why not try this out improve productivity and what didn’t make sense for this?’ I said, “OK. You can prove that you could solve just any problem—let’s answer that for corporations.” It’s just that the answer’s mostly wrong. I did just that.
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How did you know what you were getting into and where did you learn what you wanted to work on, because you probably looked more at what you were doing. Wow! So how did you get there to being a vice president and director of one of the largest corporations? Sure! How did you go, being the first head of a Fortune 30 company to do so? Which ones did you eventually get a chance to interview to get hired? From our previous interview I had talked about this concept. I said, “I want this job if I can’t be convinced.” I started off with a thought about, “Ok, I can give you more tips to get what I want. Right now it’s too late; let’s build a software that makes a quick product turn on.
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And maybe try to create good deals in the restaurant chain when they have low prices. That’s not what is so strong.” My thought was the same, “Ok, let’s build a software product that tries to give you money and lets you trade the low rates because the prices are going to rise.” Then for a span of time I thought, “Give me more information on what we are doing, what products can be more efficient.” Then I realized that, yes, this is just what I need—we are one layer.
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We are one layer. We have the knowledge that changes
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