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
A leader's job is to look into the future and see the organization, not as it is, but as it should be
Someone, somewhere has a better idea.
You hang around with good people, you play a lot of golf, and you have a pretty good life. That's what success is all about. It's getting people you like, who want to take the hill with you, who want to win, who have the passion. This is not rocket science.
The quality of an idea does not depend on its altitude in the organization...An idea can be from any source. So we will search the globe for ideas. We will share what we know with others to get what they know. We have a constant quest to raise the bar, and we get there by constantly talking to others.
Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.
Change before you have to.
Trust is enormously powerful in a corporation. People won't do their best unless they believe they'll be treated fairly. The only way I know how to create that kind of trust is by laying out your values and then walking the talk. You've got to do what you say you'll do, consistently, over time.
Stretch targets energize. We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don't quite make it, we inevitably wind up doing much better than we would have done.
If you want risk taking, set an example yourself and reward and praise those that do.
The record results for the third quarter once again demonstrate the ability of GE's diverse mix of leading global businesses to deliver top-line growth, increased margins and strong cash generation.
Not surprisingly, work-life moaners tend to be a phenomenon of below-average performers.
"Every leader makes mistakes, every leader stumbles and falls. The question with a senior level leader is, does she learn from her mistakes, regroup, and then get going again with renewed speed, conviction and confidence?"
Take the middle 70 percent and tell them what they need to do to get into the top 20 percent.
If we wait for the perfect answer, the world will pass us by