Name: Jim Madej

Success with Jim Madej

Success with Jim Madej


Financial discipline is 1 of 3 core business metrics taught at @generalelectric #leadership development #Insights [Click to Tweet]

Using six-sigma training @jsmadej ‏was able to turn around an underperforming program in 9 months #Insights [Click to Tweet]

“In your first 17 years, you’re still malleable as an executive.” – @jsmadej #Insights [Click to Tweet]

Jim Madej: To me, GE leadership development; I think there are a bunch of fundamentals right but I think there are 3 that are really really important. One is financial discipline. The company runs on a set of core business metrics that you’re taught when you’re 22 years old. This is what you’re driven to deliver. It’s also built on human resource systems and teams.

Jim Madej: They’ve been in the news lately trying to get to the next level of capabilities on those things. Then I think the third they brought in, kind of mid-way through my career, was six-sigma. Essentially productivity and driving productive discipline, data-driven analysis around what you’re doing, how you’re deploying your resources, etc… I got that base in my first 17 years you’re still malleable as an executive. And it was fantastic and I’ve been able to take that learning and bring it to the other companies that I’ve been with.

Jim Madej: More recently in my career with National Grid, I took an assignment on a big transformation project you know a thousand people. They were a big part of the group was missing their measurements so they would overspend the funding requirements of the program and under deliver the performance requirements of the program.

Jim Madej: I used those three core things I learned at GE: What’s my team look like? How do I deploy my resources better? Am I structured correctly? How do I structure it better to achieve the results? I ended up splitting the responsibilities of the departments then I got the metrics in place. Within a year we were delivering the performance and underspending the programs. That’s continued till now, so you know that took me nine months to get it in place and for five years it’s been working.

Jim Madej: The leadership development training at GE was phenomenal. Those were only a couple of examples obviously. You know when people ask me that question you know they say how do you perform? I’ve never missed a number and that’s GE’s training. You’re given difficult assignments, hard to make decisions in those assignments. But, if you know how to do the analysis and use your training you can meet your numbers.

Leadership with Jim Madej

Leadership with Jim Madej


Leadership is the innovative opposite of management #Insights [Click to Tweet]

Management is doing things the way they are always done. Leadership is finding innovative solutions for problems [Click to Tweet]

“You need to find a set of people and a set of qualities based on the position that can make a great team” @jsmadej #Insights [Click to Tweet]

Dave Carvajal: How do you make a differentiation between management and leadership?

Jim Madej: I find a lot of people are very comfortable being managers. And what that means to me is, you know i was given an assignment when I was given the assignment here’s the twenty things we did. So it’s my job to be a steward of those twenty things that I was assigned to do. You know fill in these charts, file these reports. I think leadership is in some ways the creative opposite of that, right?

Jim Madej: Which is your given a problem to solve: grow the business by 30{f7a32599756963b989bde631f1a44401cc789db6f847c3735c9e8f651be632a4}, cut 25{f7a32599756963b989bde631f1a44401cc789db6f847c3735c9e8f651be632a4} out of our procurement costs. And you have to find innovative ways to do it, including building a team, looking at in-source, out-source, different suppliers, looking at new designs. You know to me that’s leadership. You’re struggling to solve a different type of problem in a different way, then just doing it the way it was always done. Like I said, there’s room for both without question. Different types of businesses require different sets of those skills.

Dave Carvajal: When you think about leadership, Jim, what are some of the qualities you look at in people to help you achieve your mission and set your goals?

Jim Madej: My leadership philosophy is interesting. I don’t look for one thing. What I look for is what the position requires. I truly believe it takes a village. If you have a dozen people on your direct staff and every one of them has a specific set of characteristics you’re gonna get one answer.

Jim Madej: Conversely, if you have a procurement department at National Grid was a highly risk-oriented group, meaning if they screwed up they screwed up to the tune of massive consequences so I looked for a leader in that job,

Jim Madej: You know based on the characteristics and responsibilities of the assignment that was more of a prudent, reserved, steady state leader that knew how to organize his team very very well with a bunch of experts. I think you need to find a set of people and a set of qualities based on the position that can make a great team. And you need to put the structure around them to allow for them to prosper. So I think my leadership philosophy maybe a little different.

Learnings with Jim Madej

Learnings with Jim Madej


Instead of only focusing on the output metrics, focus on the input metrics when dealing with #sales #Insights [Click to Tweet]

Even though he worked at big companies, @jsmadej always headed change, growth & transformation #Insights [Click to Tweet]

After being promoted numerous times at @generalelectric, @jsmadej moved on to @HessCorporation #Insights [Click to Tweet]

Dave Carvajal: Jim what a pleasure it is to have you here today. Thank you so much for being here.

Jim Madej: Thank you for having me.

Dave Carvajal: Tell us about yourself. Start from the beginning, give us a good sense of who you are.

Jim Madej: So I started my career, went to St. Michael’s college. Started my career at General Electric Company after college. Spent a total of 17 years there. Started off in the leadership program doing auditing, accounts payable, cash, account receivable. And then I went to a leasing division, spent 5 years there, promoted throughout for sales and sales management type jobs. Then I got transferred to the power systems division. Spent 6 years there, again a bunch of different jobs including building a business, starting a group, starting an international company for them.

Jim Madej: Got transferred back to GE capital integrating a bunch of companies. So did a bunch of different things at GE then got recruited out to Hess Corporation in the energy marketing division. Called on national accounts doing customer service and a bunch of sales, sales management type activities and then got recruited from there to utility where I spent the last 6 years running essentially all commercial operations.

Jim Madej: All the marketing, sales, procurement, environmental. A bunch of different activities. You know the interesting part about it for me is I worked at big companies. You know General Electric Corporation, Hess Corporation, and National Grid but I was always in assignments that were transformational, growth, change, building type of assignments. A lot of people look at my experience and say oh you’re a big company guy, I actually think the opposite. Yes, I worked for big companies but I work on projects and assignments and teams that build great growth, trajectory & transformation.

Dave Carvajal: What advice would you give someone starting out their career in sales?

Jim Madej: The process of learning and growing in your career and your relationships is extremely enjoyable, pay attention to it while it’s happening. Ask for help, find people you can talk to. You don’t have to know everything. Now-a-days there’s a lot of good tools out there. Probably the simplest example of it. The tools tell you how to do your job. So use the tools and the capabilities of those tools to the fullest.

Jim Madej: My biggest pet-peeve with sales; people always pay attention to the output metrics, not the input metrics. And that’s a six-sigma, GE training example again. To get a lot of volume, orders, sales, revenue depending on how you want to measure it. All companies do it slightly differently.

Jim Madej: You need a lot of appointments and those appointments gotta lead to a lot of proposals, those proposals gotta lead to a lot of commitments and the commitments turn into volumes, revenues, orders, etc. So, you need to pay attention to the input metrics and make sure your spending your time very wisely on targeting and all those types of things.