From his experiences, Welch learned more and more about the kind of manager he wanted to be: a growth-minded manager—a guide, not a judge. When Welch was a young engineer at GE, he caused a chemical explosion that blew the roof off the building he worked in. Emotionally shaken by what happened, he nervously drove the hundred miles to company headquarters to face the music and explain himself to the boss. But when he got there, the treatment he received was understanding and supportive. He never forgot it. “Charlie’s reaction made a huge impression on me. . . . If we’re managing good people who are clearly eating themselves up over an error, our job is to help them through it.

I’ve known some geniuses who were such a pain to work with that we had to let them go; then again, some of our most brilliant, delightful, and effective people were let go by previous employers for being none of those things. It would be nice if there were some magic bullet that turned difficult people into success stories, but there isn’t. There are just too many unknowns and immeasurable personal characteristics involved for us to pretend that we have figured out how to do that. Everyone says they want to hire excellent people, but in truth we don’t really know, at first, who will rise up to make a difference. I believe in putting in place a framework for finding potential, then nurturing talent and excellence, believing that many will rise, while knowing that not all will.

Even if they have the exact skills that I’m looking for, it’s better not to try to fit a round peg into a square hole. Each of us ought to be working in an environment that we love with the people who share our passions. And if along the way we realize that we’re meant to do something else, let’s celebrate that instead of seeing it as a failure.

It’s not always comfortable to interrupt others and manage the flow of conversation in this manner, but it sends a strong signal that you believe better outcomes come from hearing a diversity of perspectives.

...Bill always reminded us that managing these people is one of the bigger challenges of the job. He called them “aberrant geniuses,” and said, “You get these quirky guys or women who are going to be great differentiators for you. It is your job to manage that person in a way that doesn’t disrupt the company. They have to be able to work with other people. If they can’t, you need to let them go. They need to work in an environment where they collaborate with other people.