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
I believe that in any initiative, you can't have a flavor of the month. When you believe something is profound in a company, you can not be a logical leader. You have to go to the lunatic fringe. There is no way that logic is what you need to change people.
You can't believe how hard it is for people to be simple, how much they fear being simple. They worry that if they're simple, people will think they're simpleminded. In reality, of course, it's just the reverse. Clear, tough-minded people are the most simple.
Too many people believe that one big, public success will solve their self-confidence problems forever. That only happens in the movies. In real life, the opposite strategy is what works. Call it the small victo-ries approach. In time you will discover that all failing really does teach you something you needed to know- so you can regroup and stretch again, with ever more...nerve.
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...
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.
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 essence of competitiveness is liberated when we make people believe that what they think and do is important - and then get out of their way while they do it.
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.
Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.
The 3Ss of Winning in business are speed, simplicity, and self-confidence.
The biggest cowards are managers who don't let people know where they stand.
Don't manage - lead change before you have to.
CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.
The idea of let's all share the pain equally, or let's freeze salaries altogether - it's ass-backwards. It's absolutely ass-backwards.