How Welch was able to give input to so many managers.
We've talked before about Welch's knowledge of his workers and the open communication within General Electric (GE) that allowed a free flow of information that resulted in him knowing a lot about a great number of his managers and leaders.
Another thing that Welch incorporated into the business that let him know where his various supervisors were at as far as their development went, was that he had every manager write down their own assessment of what their strengths and weaknesses were, what needed to be developed, and their short- and long-term goals.
At the same time he would have their supervisors offer up their own analysis of each workers progress. So when he would get together with them in sessions, he 
would have all of that in a briefing book that he would use to communicate, evaluate and offer up his input into what he thought they would need to work on in the coming year.
What was great about this is that he would not just give input, but the input he gave was relevant, timely and intelligent for those receiving it.
The need to communicate has never been greater, and that will never change. But as Welch has shown, the tools and strategies we use to do can be improved and enhanced to fit whatever business and situation we're in.
This is another reason why General Electric and Welch provided so many great managers throughout the decades. There were no surprises and everybody that needed to know, knew where each other were at and worked together accordingly.
It was why there were so many great fits within the company, and for those companies that always seek out General Electric managers to be leaders in their businesses.
Other Jack Welch Resources:
Jack Welch's advice to MIT Sloan students
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