Fella, Life is a 15 Round Fight - Blake, Norm
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Hard-won Insights on Business Leadership and Life. Part business leadership book, part autobiography, Fella, Life is a 15 Round Fight recounts decades of lessons learned by Norm Blake both in his work and from his family. Beginning with his defeat as a young boxer, Blake learned early in life to be persistent. At eight years old he had become proficient in boxing only to be defeated three years later by a boy two grades older. His boxing coach told him to learn from his defeat by becoming stronger and never giving up. It was the same lesson that his father had told him repeatedly. Never give…mehr

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Produktbeschreibung
Hard-won Insights on Business Leadership and Life. Part business leadership book, part autobiography, Fella, Life is a 15 Round Fight recounts decades of lessons learned by Norm Blake both in his work and from his family. Beginning with his defeat as a young boxer, Blake learned early in life to be persistent. At eight years old he had become proficient in boxing only to be defeated three years later by a boy two grades older. His boxing coach told him to learn from his defeat by becoming stronger and never giving up. It was the same lesson that his father had told him repeatedly. Never give up on yourself and persist with great determination. Thus, the title of his book, Fella, Life is a 15-Round Fight. Fella, Life is a 15 Round Fight details his success as a "turnaround artist" restructuring and transforming companies to achieve success. Early in his career at GE he was a strategic planner and ultimately worked directly for Jack Welch. He learned much from Jack's mentorship. After leaving GE as Executive Vice President of GE Credit Corporation, Blake became a CEO turning around various organizations, including Heller International, USF&G, Promus Hotel Corporation, the United States Olympic Committee, and Comdisco. Every time he felt like he won a round in business, Norm was thrown right back into the ring and got knocked down many times. Yet, with hard work, persistence, and a commitment to his values, Blake tells how he endured through a successful career. Having written his book in his 70s, he reflects on lessons learned in his career, his success as a leader in business, and his caring for his family.
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Autorenporträt
Norman P. Blake, Jr. has been a top leader in various organizations, including General Electric Credit Corporation, Heller International, USF&G, Promus Hotel Corporation, the United States Olympic Committee, and Comdisco.Born in New York City, Mr. Blake spent his childhood in England and Lebanon. He graduated from Purdue University with BA and MA degrees. He also received an honorary doctorate degree in 1998.Mr. Blake's career began at General Electric in 1967, where he held positions in strategic planning, marketing, and information systems. In 1974 he joined Top Inc., a financial services company serving the credit union industry as Executive Vice President and in 1975 became President. He returned to GE in 1976 for successful management roles in business development and strategic planning for the Plastics Business Division and the Consumer Products and Services Sector. In 1976, Blake was appointed Vice President and General Manager of the Commercial and Industrial Financing Division of GE Credit Corporation, and from 1981 to 1984 was Executive Vice President of Financing Operations. GECC realized significant growth and profitability as a result of his leadership in introducing many innovative products. He had responsibility for all major operating components comprising a $13 billion asset portfolio.Mr. Blake was CEO of the Chicago-based Heller International from 1984-1990, during which time the company realized a 38 percent compounded growth in earnings over the last five years of his tenure. Subsequently, he led an eight-year turnaround for Baltimore-based insurer USF&G as its CEO. When appointed in late 1990, the company was facing near bankruptcy with reported losses of $569 million. Mr. Blake guided USF&G through a three-phased restructuring and transformation process of "fix the foundation," "build with vision," and "leverage leadership." In 1997, 37% of net written premiums were from new products and new markets developed over a five-year period. Investment grade ratings were substantially upgraded as a result of a significant reduction in financial leverage, improved liquidity, a 57% increase in equity, and a 320% increase in market capitalization. From 1993-1997 pre-tax operating income grew 32%/year and net income grew 57%/year. Cumulative shareholder returns over the 1993-1997 period increased 228%. Subsequently, Mr. Blake became CEO of the Promus Hotel Corporation. In a brief one-year tenure Mr. Blake reorganized the company and dramatically improved its operations leading ultimately to its merger with Hilton Hotels Corporation in 1999. In 2000 Mr. Blake became the first-ever CEO and General Secretary of the United States Olympic Committee. During his brief tenure, he completely reorganized a highly dysfunctional organization, significantly improved the quality of its staff, initiated allocating financial support of the NGBs (National Governing Bodies) based on performance, and increased emphasis on improving sports science and coaching. Later, Mr. Blake successfully managed the entry and exit from bankruptcy of the Comdisco Corporation. Mr. Blake was a director of the St. Paul Companies, Enron, and the Owens Corning Corporation.Mr. Blake and his wife, Karen, have three adult children and eight grandchildren.