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
The 3Ss of Winning in business are speed, simplicity, and self-confidence.
Control your destiny or somebody will.
For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter.
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.
All of management is about self-confidence
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.
Arrogance is a killer, and wearing ambition on one's sleeve can have the same effect. There is a fine line between arrogance and self-confidence. Legitimate self-confidence is a winner. The true test of self-confidence is the courage to be open—to welcome change and new ideas regardless of their source. Self-confident people aren't afraid to have their views challenged. They relish the intellectual combat that enriches ideas.
Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.
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.
When there's change, there's opportunity.
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.