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Leadership Development


I Suck! Today I’ll Get Better: Handwritten Thank You Notes

Today’s leadership post will be shorter than most. The length has nothing to do with the importance or value. In fact, this might be one of my most important leadership articles.

I’ve written about giving thanks before. It’s something you should always do. Modern technology has made thanking people a lot easier. This is good and bad. It’s good because we have many different ways to connect and thank. It’s bad because the value of a “Thank You” via text or email is less than traditional methods. If you want to stand out from the crowd, hand-write a thank you note.




Don’t get me wrong, I’m always thankful. But, I usually shoot a text or an email. So, today I will handwrite a thank you letter. I’m not very good at this, but I’m going to get better.

You don’t have to do handwrite a letter every time. Use it for special occasions. Below I'll provide a few examples on appropriate times to handwrite Thank You notes.

1.     A direct report goes above and beyond to help the team

2.     Writing a random note of appreciation to your executive assistant for putting up with your stuff

3.     A colleague goes out of their way to help you out

4.     A customer / supplier steps up to the plate

5.     Your boss makes an exception to allow for more budget

I could go on, but you get the general idea. These are instances where taking the time to handwrite a note has greater impact and value. We get 100s of emails per day. Wouldn’t it be nice to find a handwritten note when you walk into your office or sit down at your desk? If you have a virtual team, snail mail still works perfect! 

Oh, you could also schedule time once a month to write a few notes to your team, colleagues, or maybe your spouse / partner! Yep, that could be a great one. "Thank you for always supporting me..." you fill in the rest. 

There’s a hashtag, #todayiwill, on Twitter. I’m sure people are using it on other social media sites as well. I’m going to start posting my plans for improvement using this hashtag (#todayiwill). I encourage you to do the same thing. Think about small and easy steps you can take to improve your leadership on a daily basis. Post those. So for today’s post:

#todayiwill handwrite a Thank You letter

Keep me informed on your #todayiwill thoughts. I’ll post my areas for improvement and look for your posts as well.

Stewart Swayze





Here's a Zinger ... Fire that Asshole Immediately!

Here's a Zinger ... Fire that Asshole Immediately! Firing Employees

Fire the Assholes!

I’m 100% borrowing from a concept because it still exists and it's rampant. So, I’m sharing some of my thoughts and borrowing from others. I'm reiterating the need to rid any asshole that's still employed. If you really want to be a leader, fire them...immediately! Excuse the language above, but I have no idea how they remain employed. They are a cancer to any team or company.

Wait, I can’t fire them. They are too good!

“X person is too good to fire” or “Y just get’s things done” or “Z is brings in the most money.” Ok, that could be the case, but at what cost and at what risk? The notion of firing the asshole has been around for a while. In 2007 Robert Sutton wrote an amazing book on it. His book, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’tis a best seller. Yet, I’m bringing it back up. Many people still suffer and so-called leaders continue to permit this behavior.

The No Asshole Rule not only applies to companies, but also clients

Fire that asshole client! Believe me, no matter how good that person or client is, the market is full of amazing talent and great clients. Why are we still allowing assholes to drag us down and cost us money?

Qualitatively, what’s the impact an asshole can have on your team and company?

  • Efficiency & Focus – More time is focused on avoidance and dealing with the asshole rather than actually working
  • Learning – Nobody will feel safe to learn, take risks, ask for help, or hold an open discussion on opportunities for their development? 
  • Turnover – Yep, people leave because of jerks. Doesn’t matter if it’s a peer, boss, or crappy client. They also stop working hard for you and start looking for a new job
  • Absenteeism & Sickness – Who wants to go into work and face an asshole every day? Not me! This person will cause others to be absent due to physical and psychological illness
  • Career Development – What’s the best way to turn someone else into an asshole? Treat them like one. Teach them to be one. Have them look up to an asshole as their leader. Not smart.

Let’s say you choose to keep an asshole around. What are the risks to your company? How are you exposed?

  • Legal – Hostile environment, discrimination, fair / equal treatment of employees and any other possible scenario
  • Unthinkable - Good people snapping – What could happen if one of your good employees finally has enough? They snap … like really snap!
  • Reputation - In the age of video, let’s capture that asshole on video and post it

I could keep naming risks, but I’m pretty sure by now, you can fill in the blanks. If you want, let’s add some quantitative data through real world estimations.

Can we attempt to quantify the impact to determine the actual cost?

Exact quantification is difficult. Yet there are estimates and proxies close enough to warrant action. In Robert Sutton’s book, The No Asshole Rule, he provides two compelling examples of data.

Gee, how about we just go to your bank, pull out $2M, and light it on fire every year! Yes, that sounds like a great idea

The first example comes from Charlotte Ryner and Loraleigh Keashly. Their research provided a theoretical picture of costs using estimates from past studies in the UK. By their estimates:

  • 25% of asshole targets (victims) leave their jobs
  • 20% of asshole ‘witnesses’ leave their jobs
  • 15% is the estimated bullying rate in the UK
  • $20K is the average replacement cost of someone leaving

So if you have a company of 1000 people, then your annual cost to replace the asshole victims is $750K. If there are two witnesses for each victim with a 20% witness exit rate, add another $1.2M. Hmm…so a rather conservative cost of allowing this behavior to continue could be in the range of $2M.

Go ahead… might as well light that cash on fire again. There goes $160K up in smoke for one person

He provides another example that breaks the costs down to an individual level. An executive from a Silicon Valley company confirmed and calculated the Total Asshole Cost for one employee. The person was a top 5% Sales person that they called “Ethan.” So the guy brought in a lot of money for his company. 


  • Time spent with Direct Manager - 250 hrs and $25K
  • Time spent with HR – 50 hrs and $5K
  • Time spent with Sr. Executives – 15 hrs and $10K
  • Outside Employment Counsel – 10 hrs and $5K
  • Recruiting & Training Ethan’s new secretary - $85K
  • Overtime due to last minute demands $25K
  • Anger management training and counseling $5K

Estimated Total Cost of Asshole for 1 year - $160,000

One person. One single person was costing this company $160,000 in extra cost per year. Not to mention the qualitative costs to fellow employees.

Avoid this scenario by hiring the right people

Hiring is a completely different subject. But, I’ll give you some quick data to make a point. Harvard Business School published a paper on toxic employees. What they found: “while a top 1 percent worker might return $5,303 in cost savings to a company through increased output, avoiding a toxic hire will net an estimated $12,489.” Now this isn’t exactly showing the benefits of firing an asshole. But, it does provide a glimpse into why you might revisit you hiring practices.  

For all the aspiring and current leaders out there … do yourself a favor… fire that asshole

Then revisit your hiring practices. Hire good people. Do what Richard Branson says, “Train your people well enough so they can leave, treat them well enough they don’t want to.” 

Good luck on your leadership journey. I offer leadership and executive coaching as a service. Happy to help you define your path and coach you along the way. If this post helped you, feel free to share it with your friends and network.


Stewart Swayze

 A Disclaimer Because I’m A Very Upfront And Honest Man. I Am An Amazon Associate. I Receive Commission If You Decide To Purchase Any Products I Recommend.




You're Not Authentic. Huge Problem! Time to Change.

You're Not Authentic. Huge Problem! Time to Change. How to be more authentic

If you hear someone say, “Be Authentic,” it’s time to seriously reflect on your life. 

“You need to work on your authenticity.” Or, “Be more authentic.” I have a problem with these statements. If someone says this about you, it’s time to take a step back, reflect, and change.

Authenticity is a desirable trait. I’m not at all disagreeing with that. But, if you NEED to work on authenticity, that means … you’re NOT authentic. You’re fake! defines authentic as:

  • Not false or copied; genuine; real
  • Entitled to acceptance or belief because of agreement with known facts or experience; reliable; trustworthy

An authentic person is genuine and real. Not false. Everyone has opportunities for development. Yet, if you hear authenticity as one of them, I challenge you to think about a few things.

Ensure your development opportunity is authenticity and not something else

First, if authenticity is an area for development, maybe it’s not actually authenticity. I recently watched a video from a "TEDx Presentation Consultant." She was outlining 5 Steps to Better Presentations or something like that. She mentioned authenticity in one of her 5 steps. She explained her reasoning, but her statements sounded more like “passion.” Not authenticity. So if someone tells you to be more “authentic,” challenge him/her a little. Ask questions and dig a deeper. Maybe it's something else. It might be passion, transparency, or empathy.

If it is authenticity, ask yourself ... why?

Why are you perceived as fake, unreliable, or untrustworthy? Is it perception or reality? Are you not in the right job? Maybe you just don’t like your current position. You need to find out fast! If you don’t like what you’re doing, then change. If you fake authenticity, you must be miserable hiding all the time. Figure out who you are, what you really want to do, and go do that. Stop faking it! Faking it sucks for you ... and the people around you. There are plenty of careers out there. But, there’s only one person stopping you … YOU.

Define a path with goals and dates. Make changes and learn

Oh, so you hate your job, but you have to do it for XYZ or ABC. I get that. Getting what you want and where you want takes time. We all have obligations like family. Sometimes this means we accept roles that we don’t like. If this is the case, then take the time to ensure you have a defined path to what and where you want to be. List out your goals with solid dates. 

Discuss your path with anyone that can impact progress. Hold yourself accountable. Find someone that you respect to help keep you on track. Allow for feedback and give them some of the ability to help you “refine” your path. Even if you disagree with their recommendations, learn from them. Learn the why behind his/her recommendation. Understanding why is powerful information. 

Stop learning be to authentic and start being authentic

First, ensure authenticity is your correct development opportunity. If not, then determine the correct one. If it is authenticity, reflect on why you aren’t currently authentic. You always have a choice. You always have the ability to change. It might take time, but find a role or path that leads to your true north. Your authentic self. 

Last, it won’t be easy. If it was, you’d already be doing it. This will require sacrifice, hard work, and perseverance. That’s the fun part and where you'll grow the most.

Good luck on your journey. I offer leadership and executive coaching as a service. Happy to help you define your path and coach you along the way. If this post helped you, feel free to share it with your friends and network.

Stewart Swayze



What Your Boss or HR Won’t Tell You … Moving Up the Corporate Ladder

What Your Boss or HR Won’t Tell You … Moving Up the Corporate Ladder

What your boss or HR won’t tell you … moving up the corporate ladder

Look, by now I’m sure you’ve read a lot about moving up in a company. You’ve heard "Dress for success." You know to be the first in the office and the last to leave. You keep track of your accomplishments and do all the other “no shit” stuff. That is great, do it! I’m going to propose a few twists and other ideas — real world stuff that your boss or HR probably won’t tell you.

Be a team player, but stand out from the crowd

Of course you should be a team player. That’s part of being a good colleague and an excellent leadership quality. But, when you’re in a room full of super successful people so how the hell do you stand out?

Everyone in your company or at the recruiting event wants the same thing. To land that great job. Move up the corporate ladder and move fast!

You need to find a way to stand out from the crowd. When you finally meet the person responsible for giving you a shot, you better stand out! You NEED them to remember YOU — not the other 20 people they just met before your introduction.

When I first started at GE, I put my head down and worked my ass off. I helped my teammates, landed some big deals, and flat out executed. My goal was to stand out with my performance, and I was on my way!

The only problem ... nobody at the top knew who I was. My boss knew and loved my performance. As for our team's leader ... no freaking clue. In fact, during one of my presentations, he asked his right-hand man who I was. I’d been on the team over a year.

Why? How can this happen? I put my head down and executed, but didn't find a way to stand out from the crowd. Just like me, my teammates all performed and were successful.

After reading "Power: Why Some People Have It and Others Don't" by Jeffrey Pfeffer I found a way to stand out. I recommend reading this book to anyone entering the corporate world. I'll give you some tips below, but you’ll need your own way to stand out.

Get in shape

I’m sorry. This might piss a few people off, and I agree 100% with those people. For me, it’s all about performance. What you do and how you do it! So it sucks, but there's evidence that getting in shape helps your career. It should have nothing to do with performance or promotions. But, if anyone tells you this isn’t true, they are lying or naïve. People judge. It’s a sad and simple fact. Here's a Business Insider article on the topic, "Attractive People Are Simply More Successful."

As an example Daniel Hamermesh found:

· Attractive people, both men, and women, earn an average of 3% or 4% more than people with below average looks

You can find his book on Amazon, “Beauty Pays: Why Attractive People Are More Successful”

Working out and getting into shape has benefits outside of income

So take the advice to dress for success, but also get into shape. Studies show that as you get into shape, your self-confidence increases. Exercise is also a way to relieve stress, decompress, gather thoughts, etc. These are all facts. Shoot, you can even learn new skills or expand your knowledge while exercising. Find a book on tape or podcast. Learn as you get in shape.

You don’t have to go crazy. Take small steps. Stop drinking sugar filled crap, eat a little healthier / smaller portions, and take daily walks for 30 minutes. It's a journey, not a sprint. Please consult with a physician first though.

Lead teams outside of work

I'm sure you already know this one, but it’s worth a short mention. Leading teams outside of work will help to develop management/leadership skills. Find a local charity, non-profit, or professional organization. Volunteer to lead teams, projects, or be on the board. Discuss what you are learning, where you are failing, and where succeeding with your network. Let everyone know you are taking on extra responsibilities to develop as a leader.

Become an expert at something everyone hates, find a better way to do it, and then teach others

We all have processes, tasks, or other things that suck but have get done. Nobody wants to do it because it’s broken, archaic, or complex. This is your opportunity.

First, become the expert. Learn everything you can about the current process. Then, find a better, faster, or simplified way to do the same process. You become the expert and solution to the problem. Last, teach others to do it.

Network like hell

You’re only as good as your network. As you move up an organization, your network becomes your most important asset. It's the age old saying ... "it's often not what you know but who you know." It's not just someone giving you a chance because they know you.

Did you know that people also get promoted because of the value of their total network? Think about the term "value." Your network has a perceived value to others.

A long time ago I knew someone that wasn't the best executing or planning anything. I’m being nice saying that. Yet, this person moved into a high-level role within a company. If you needed anything and I mean anything, this person could find ten people to get it done. Or, someone that has the information, data, and resources you need. In this case, network value outweighed personal performance. Your goal should be to exceed at both performance and networking.

Understand corporate politics including credits and debits

As much as we hate it, corporate politics is a living and breathing beast. I'm not talking about brown-nosing. You might find it shocking, but there's a form of corporate politics that's a system of credits and debits. These credits and debits are political currency. It’s a simple concept to understand, but executing is a different story. When you go out of your way to do something for someone … you receive a credit. When you need something from that person, it's a debit.

Skilled corporate politicians build a lot of credits from high-level or strategic contacts. The higher up the corporate ladder or, the more strategic a person is … the more value a credit carries. I’ve seen this in action. It's incredible how well it works.

Be cautious though. This type of corporate politics can be dangerous. Execution is key. At first, you have to figure out how to do this without the other person knowing.

Learn to communicate

You’ve heard this one as well. But, I can't emphasize it enough. I’ve worked with 100s of executives and mid-level managers all over the world. All were good are their job. The single skill that separated good from great … communication.

Can they present a clear and concise message? Can they think on their feet? Do they answer the question first, and then provide background? Do they pause and allow for comment versus puking the presentation?

Learn to understand the audience. Provide the information they need, not the information you want them to hear. Communication is an asset and requires an investment of time, money, and/or resources. Practice your communication skills. Work with a colleague or join Toastmasters.

Solve problems and remove roadblocks on your own

So you have a problem, challenge, or roadblock. Don’t go to your boss with every possible reason or excuse why you can’t get something done. Solve it yourself. Learn to diagnose the root cause and attempt to fix it. If you fail the first time, learn, and try an alternative solution.

If for some reason you cannot solve it on your own, then at the least propose several solutions to your boss. Don't worry if the solutions are wrong. Don't bother if he/she doesn’t agree with them. Your boss will appreciate the fact that you proposed solutions and not just excuses.

This scenario would go something like this: Boss, we have a problem. The problem is 1, 2, and 3. I’ve tried X, Y, and Z. All have failed. This is what I’ve learned. My next thought would be to try A, B, or C. What are your thoughts?

I hope this helps. If you’d like to discuss more, feel free to reach out.


Stewart Swayze

What are your thoughts?

Hopefully a few of my thoughts provided alternative ideas or insights. If you have any other thoughts please share them. I’d enjoy hearing what leadership development techniques you're working on. Feel free to connect with me here or on social media.

Stewart Swayze


A disclaimer because I’m a very upfront and honest man. I am an Amazon Associate. I receive commission if you decide to purchase any products I recommend.



7 Habits of Highly Ineffective Leaders

7 Habits of Highly Ineffective Leaders Effective Leadership Principles

1) You’re the leader. You get the credit.

You’ve worked hard to achieve that leadership position. You need to remain successful and competitive amongst your peers. You're the first person everyone asks for if there's a challenge, new initiative, or a promotion comes up.

Taking credit is the best way to ensure your name continues to come up. You ran the team and you hit the numbers… you deserve the credit. Your direct reports couldn’t have done it without your leadership. They love hearing you take the credit on that conference call or during those update meetings. You like to say, “my analysis.” This lets your direct reports know their work is providing value to the company. I mean, the fact that they work for you is a privilege. They are learning from the master!

No. Give credit to your team. “No person will make a great business who wants to do it all himself or get all the credit.” – Andrew Carnegie

2) There’s no “why,” there’s only “do.”

Your team doesn’t need to know why. They just get it done. You made the decision, they trust you, and it will get done ... and done well. They will learn and develop by performing the task.

Plus, you're a busy person. There’s no time to explain why the decision was made. Any outstanding factors considered. Or, how the decision making process worked. They work for you. It's a need to know basis.

No. I understand that sometimes things just need to get done immediately. Try spending just 5 minutes to explain why. This can happen before or after a decision or task. Walking your team through the “why” will provide a tremendous impact to their development.

3) You’ve shown appreciation just by hiring them

 You’ve taken a chance by hiring them. They're making money, paying bills and have 2 weeks vacation. This alone shows how much you appreciate them. They look forward to working for you. They love hearing you say “good night and I’ll see you tomorrow” as you walk out of the office and they stay behind. 

No. I don’t know about you, but I receive tons of email on a daily basis. These days, all I get in my snail mailbox are credit card offers. You know what’s special? When I receive a handwritten letter. Someone actually took 3 minutes to personally write me something … with a pen ... that uses ink! Go to the local store. Buy a pack of blank "Thank You" cards. Spend 3 minutes writing a thank you note specific to a task. If you can, hand deliver it to the person. If not, mail it. 

4) Leadership through fear helps develop thick skin. Your team can handle any stressful situation

You yell to show power. Also, it alerts your team to the serious nature of the situation. They immediately spring into action and do as you command. You're strong and have thick skin. This will help them develop the same thick skin. As a result, they can handle / control any stressful situation. It was part of your development, now it’s part of theirs.

As they grow into a leadership role, the tool of leading by fear will help them control their team. Their team will do exactly what they want and without question. 

No. There’s a difference between a fair, but tough leader and an asshole that leads through fear. The fair, but tough leader will be the first person to kick you in gear. They're also the first to celebrate success with you! They embrace failure and help you learn through it. An asshole is just that … a cancer that needs a quick exit. So if you're an asshole, try adjusting to a fair and tough leader.

Have you ever seen a quiet leader in action? In a room full of debate and discussion the quiet leader sits and listens. Everyone tries to speak over the next person. Then, that quiet leader starts speaking. They speak so softly that the entire room comes to a halt, sits, and listens. Sometimes being the calm, collected, and quite leader is the best route. 

5) Measuring my team’s "time in the office" helps me measure performance

If my team is in the office morning, noon, and night, I know they're working at their max potential. They're committed to the company and the team's goals. Time spent in the office is a reflection of increased performance.

The longer in the office, the more they can grow. They can't network with colleagues and meet the needs of our customers if they're not in the office. 

No. If you believe that time in office correlates with performance … wake up. As a leader, you’ll set specific goals, expectations, and deadlines. Be clear on the importance of in-person meetings and face time. Hold them accountable for their actions, but treat them as adults. If you do this, 8-5 is less of a priority. Meeting the needs of your clients and getting the job done moves to the front of the line. Don’t measure time in office. Instead, measure and hold your employees accountable for results.

6) Whatever my boss asks for, we get done. No questions asked.

 If the boss asks for it, then we do it! No questions asked. We can take it ALL on. Everything. We'll even knock it out of the park! I lead the best team in the company. Everyone knows it. I’ll receive recognition for my leadership.

If someone leaves because there's too much work, then they weren’t cut out for this job. Plenty of people are waiting in the line for a job. We’ll find someone to replace them.

No. Just like you, your team has priorities, goals, and expectations. Just like you, your team has workload limits. They have a personal life too. Of course you have to pick your battles and not cross the insubordination line. As a leader you don't dump everything on your team. It's time to manage-up. 

Maintain a list of priorities, goals, and expectations with your boss. As the work increases review the list. Provide him/her a reprioritized list, plus the cause / effect of adding more. Remember, you are providing a solution, not complaining. The reprioritized list allows for comment and suggestion based on his/her respected knowledge. 

7) What motivates a direct report’s personal life has nothing to do with work

Personal life has nothing to do with work. Sure, I’ll get to know you on a surface level, maybe even ask you about your weekend. But deep down, I don’t care.

You're here to get a job done. The fact that you enjoy kayaking doesn’t matter to me. I don’t know anything about kayaking. I have no idea why that matters in the office. 

No. Kayaking might be their passion. It could be the reason they work so hard. They want to buy a better kayak or pay for the next amazing trip. This has a direct impact on motivation. Kayaking could be the way they relieve stress and prepare for the next work week. Take 5 minutes, go on Wikipedia, and read a little bit about kayaking. Ask them about it. Find out what they’ve learned from kayaking. Next thing you know, they’ll be thinking, “gee, my boss takes an interest in me as a person. I’m not just a number, I’m a human. I like my boss.”  

We all know that leadership is a journey. Don't try to make huge change. Find a few things you can work on at one time. Test those changes and ask for open feedback. Never stop learning, testing, and adjusting. Each position or team will need you to adjust a little. 

Hopefully this post helps. Feel free to provide feedback. What do I need to clarify or go deeper on? What would you add or change? Also, don’t be scared! Share this post with your friends and networks. I look forward to hearing from you! 

Stewart Swayze






Giving Thanks Where It's Due: Thank you GE!

Giving Thanks Where It's Due: Thank you GE! General Electric

Giving Thanks Where It’s Due: Thank You GE!

I’ve always believed that thanking those around you is a key to being a great leader. Yet, a lot of leaders continue to credit for the work of their team without properly thanking them. I never had that problem with the people listed below. Each one helped me grow and become a better man and a businessperson.

So, I’d like to take some time to personally and publicly thank them for all that they have done.  Oh, and if you’re reading this, when was the last time you thanked someone for their hard work? Why not do it today?

Thank you Amar Arekapudi – Your Emotional IQ is a tremendous skill set. Observing your leadership style is inspirational. Your continued guidance helped me to become more self-aware. You helped me learn to adjust my leadership skills based on project requirements and my respective project team.

Thank you Chris Bevacqua – You have unmatched strategic thinking and communication skills. You helped me break down problems into simple root causes. Analyze complicated data sets. Then develop / communicate a concise picture of a tactical solution.

Thank you Enterprise & Commercial Corps Colleagues – Robert Campbell, Mark Dixon, Ryan Holzhueter, Robert Brandt, Asher Epstein, Kariff Rhooms and Chris Wienbeck. You are amazing! I was truly blessed to learn from each one of you. I appreciate everything you’ve done for me and hope we can remain the close friends. We’ve shared some amazing adventures together. If you need anything at all, give me a call.

Thank you Isabel Fernandez – Your vision and passion to help take GE to the next level is inspiring. You taught me to dig deeper into the data to find actionable customer outcomes. I learned to stop thinking about features and benefits. Instead, develop the strategy and tactics to solve customer problems.

Thank you Rob Moffitt – You took a huge chance on me at GE Mining. You gave me more responsibility than most people were comfortable with. That role helped me increase my skill sets more than any other role in my career. You believed in me. You provided me the opportunity to fail, but guided me to success.

Thank you Ryan Langan – You were my first manager and helped me cut my teeth at GE. As a new employee you provided the right balance of candor and coaching. You drove me out of my comfort zone and pushed me to reach new limits. Although you’ve moved on from GE, your guidance will always remain with me.

Thank you Kevin Decker – I had never met anyone with your ability to remove roadblocks and fight for your team. You taught me to win those tough battles through hard data. Although you’ve also moved on from GE, I’ll always consider you one of my best mentors.

Thank you GE ECLP Community – The training and experiences you provided were amazing. I learned so much from our cross-functional commercial training and from my fellow ECLP colleagues.

Thank you Beth Comstock – I was lucky enough to interact with you more than most of the people within the ECLP & GE Community. You are probably one of the most accessible & approachable officers in the company. You are an inspirational and digitally connected leader. The way you cut through the data to focus on the strategy and immediately take action was exceptional.

To conclude, I learned so much from my experience at GE. It was an amazing company to cut my post-MBA teeth and grow as a leader. I’m off to create the next chapter of my life. Off into the world of entrepreneurship, but I will always look back and rely on my experiences at GE.

Thank you all, keep in touch, and take care …


Stewart Swayze