The Bottom 10%

General Electric, under Jack Welch was famous for letting go the 10 percent of their workforce that contributed the least each year. This helped to force the organization to maintain the best possible staff. Why is this not possible in so many industries? Much of the negative resistance we spend so many hours to overcome as change leaders originates in a complacency bred by the comfort and security of a person's job no matter the level of performance. Routinely the problems we must solve as change leaders are caused by this bottom 10%. It takes courage to have the best people. This courage is necessary to build an organization that is responsive to change.

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