The beauty of the GE Beliefs is that they are a part of everyday life (and not just professional life) that we can reach out and touch. They are very abstract and simple, but also powerful because they are tangibly connected to the things we see and experience every day, and all of us can relate to them very easily. Plus, they are coherent and interlinked with each other.
But be aware that "simple" doesn't necessarily mean "trivial".
My advice is to reflect on the Belief statements in a deeper and more personal way and let yourself get carried away by their simplicity, then share them with colleagues and associates. In my opinion, this is how the Beliefs transform from static statements into a dynamic and evolving support for our work. We grow with them, they grow with us.
And talking of reflections about the GE Beliefs, these days Deliver in an Uncertain World is more relevant than ever!
All three of the key words in that statement deserve some consideration.
1. World: today's world is certainly different to the one in which I started my professional life in 1990. It's definitely more global, more interconnected, more "visible" and more dynamic. And these trends won't change, they will only intensify. Getting things done in this world requires equally open, dynamic mindsets and working approaches, in which proactivity and prevention are instrumental to success.
2. Uncertain: I don't know if the world has ever been certain! Variability, contingencies and sources of uncertainty have pretty much always been around. What I think distinguishes today is the nature, frequency, intensity, extension and interconnection of these phenomena. In a global world, no one can expect a rigid playing field. This is true both on a macro level (geopolitical changes, social changes, etc.) and on a micro level, in other words, one that is closer to our everyday lives: in a world where everything happens, moves and multiplies more quickly, we are all exposed to greater uncertainty and variability.
3. Deliver: in my opinion, arguably the simplest concept harbors the greatest risk. In the context in which we operate, and which I've tried to summarize, we also have to seriously consider how to ensure stability in our performance (and by that I mean maintaining excellence) faced with variables that hamper this stabilization (see the previous points). And we should be clear about the concept of performance itself: there is only one performance, and that is the achievement of the final objective (the signing of a contract, the delivery or certification of a module/engine, etc.). What we do as individuals has value if the team's objective is achieved.
One thing is certain: more of the same is hardly (if at all) acceptable in such a context. And so, to win in a changing and dynamic world, we have to embrace the challenge of change, starting with ourselves first of all, by knowing how to change and adapt (remember: "learn and adapt to win"...?) our way of thinking and acting or interacting, focusing more and more on Risk Management, Proactivity and Prevention. Perhaps by taking cues from colleagues or associates ("empower and inspire each other"). And the more this happens in an open context, in which we are able to exchange views and support each other, the more apparent it becomes that change is easier than we might have imagined.
Finally, a bit of healthy passion and positivity are valuable fuels, bearing in mind that more often than not, in all uncertainty lies opportunity!
Best wishes and keep up the good work.