Measuring leadership competency is not only a monetary imperative for organizations but a moral imperative also. Performance reviews are not a completely objective measure of an employee, but surely, a correlation exists between excellent reviews and excellent performance. If employees cannot be rated, there is no basis for reward or remediation. At General Electric, every manager is ranked, and it is known throughout the industry as succession planning. GE spends a great deal of time recording and evaluating management ratings of subordinates, subordinate ratings of management, and ratings of effectiveness. Managers must learn to manage effectively, or they effectively must look for other employment. Before accepting my position at General Electric, I had to submit to a drug test (blood and hair), formal background check including calls to former managers and employees, verification of degrees and grades, and interviews with seven GE cross-functional departments (not just my department but departments that would be working with me). Additionally, a personality test, and a competency test, which includes In-basket training and case studies was administered. There is nothing left to the imagination once a job offer is submitted to a potential candidate at GE. In a sense, after going through this process, I can at least be absolutely sure that the people I work with are exactly who they say they are. This by no means assures the selection process is infallible, as many of the qualities of an effective leader are subjective, but it is our responsibility (GE’s) to assure that every training and encouragement technique at our disposal is utilized before the hire is considered a failure. A failure of any manager is a failure for all of General Electric, and the steps we take try to minimize the possibility of