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
Take lack of candor. ... I'm not talking about boldface lying, but a tendency to withhold information. That behavior is far more common, and it frustrates teams and bosses to no end.
When I stop learning something new and start talking about the past versus the future, I will go.
Number one, cash is king... number two, communicate... number three, buy or bury the competition.
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.
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.
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.
In every company, differentiation is never more important than it is in times of trouble, and that's the time when everyone tends to go to the well and equalize rather than differentiate.
Trying to get people to face reality and see the world the way it really is is an absolutely critical aspect of leadership, in my view.