"In the jobs they had, this was quite unusual," said Kleiman-Lee, who hoped these activities would get leaders away from a self-preservation instinct and focused on building one another up.

Kleiman-Lee also ditched the cushiness that had been associated with GE leadership training, implementing family-style pasta meals and making executives spend 24 hours in the wilderness where they are responsible for building a fire and making their own food.

"Everybody has chores," Kleiman-Lee said.

But it wasn't all about action and adventure. Kleiman-Lee also launched one-hour individual reflection sessions with the executives and their instructors to ensure the leaders get more out of their classroom sessions.

GE had for nearly three decades evaluated employees using the months-long Section C process, where employees are assessed and ranked against one another. But Kleiman-Lee said the company adopted a more continuous evaluation cycle, where workers can instantly text positive or negative feedback to any GE employee, including the chairman.    

GE has additionally shifted its core beliefs to be aspirational rather than actual to ensure the business is constantly reevaluating itself, Kleiman-Lee said. The company has also rolled out a radical new bonus program for senior leaders to better align compensation with GE's long-term strategy and goals. 

"I think we're making some epic shifts at GE," Kleiman-Lee said. "You need to have some courage, you need to have some bravery."