Jack Welch
Jack Welch
John Francis "Jack" Welch, Jr.is a retired American business executive, author, and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%. In 2006, Welch's net worth was estimated at $720 million. When he retired from GE he received a severance payment of $417 million, the largest such payment in history...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 November 1935
CityPeabody, MA
CountryUnited States of America
Don't make the process harder than it is.
Genuine leadership comes from the quality of your vision and your ability to spark others to extraordinary performance.
The Internet is the Viagra of big business.
So every time you think about your work-life balance issue, remember what your boss is thinking about - and that's winning. Your needs may get heard - and even successfully resolved - but not if the boss's needs aren't met as well.
Number one, cash is king... number two, communicate... number three, buy or bury the competition.
Face reality as it is, not as it was or as you wish it to be.
Any company trying to compete...must figure out a way to engage the mind of every employee.
Excellence and competitiveness aren't incompatible with honesty and integrity.
There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it...
The team with the best players wins.
If you don't have a competitive advantage, don't compete.
The world will belong to passionate, driven leaders - people who not only have enormous amounts of energy, but who can energize those whom they lead.
I believe social responsibility begins with a strong, competitive company. Only a healthy enterprise can improve and enrich the lives of people and their communities.
Protecting underperformers always backfires.