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
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.
The best thing workers can bring to their jobs is a lifelong thirst for learning.
Hierarchy is an organization with its face toward the CEO and its ass toward the customer.
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.
An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
I think every leader has an obligation - the absolute obligation - to treat everyone fairly. But they also have the obligation to treat everyone differently. Because people aren't all the same, and the last thing you ever want to do, in my opinion, is let the best in your organization be treated like the worst in your organization. It does nothing for your future.
You measure your people and you take action on those that don't measure up.
Trust happens when leaders are transparent.