Top 258 Quotes & Sayings by Jack Welch
Explore popular quotes and sayings by an American businessman Jack Welch.
Last updated on December 3, 2024.
If you don't have public hangings for bad culture in a company, if you don't take people out and let them say, they went home to spend more time with the family. It's crazy.
Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.
There's no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences.
If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
Be candid with everyone.
If GE's strategy of investment in China is wrong, it represents a loss of a billion dollars, perhaps a couple of billion dollars. If it is right, it is the future of this company for the next century.
Don't manage - lead change before you have to.
If you have a reputation as a big, stiff bureaucracy, you're stuck.
The Internet is the Viagra of big business.
In order to lead a country or a company, you've got to get everybody on the same page and you've got to be able to have a vision of where you're going. America can't have a vision of health care for everybody, green economy, regulations - can't have a bunch of piece-meal activities. It's got to have a vision.
The story about GE that hasn't been told is the value of an informal place. I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.
Number one, cash is king... number two, communicate... number three, buy or bury the competition.
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.
You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.
One of the jobs of a manager is to instill confidence, pump confidence into your people. And when you've got somebody who's raring to go and you can smell it and feel it, give 'em that shot.
I actually think that the economy has got some positives. It's got the market. It's got consumer confidence and it's got banks throwing - I mean central bankers throwing money at it around the world.
The productivity now at universities is terrible. Tenure is a terrible idea. It keeps them around forever and they don't have to work hard.
Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.
Management is all about managing in the short term, while developing the plans for the long term.
I was afraid of the internet... because I couldn't type.
Out-innovating them is the way to beat China. And to do everything that we do in this country to support innovative policy, that drives innovation and new products and more jobs and creates jobs. You can't - you can't put a wall up around here. We tried that in the '30s. It didn't work.
We've only been wealthy in this country for 70 years. Who said we ought to have all this? Is it ordained?
Face reality as it is, not as it was or as you wish it to be.
Give me a highly successful unionized industry.
An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.
Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.
I was never the smartest guy in the room. From the first person I hired, I was never the smartest guy in the room. And that's a big deal. And if you're going to be a leader - if you're a leader and you're the smartest guy in the world - in the room, you've got real problems.
In my lifetime, Mitt Romney is the most qualified leader I've ever seen run for the presidency of the United States.
Culture drives great results.
A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.
The idea flow from the human spirit is absolutely unlimited. All you have to do is tap into that well. I don't like to use the word efficiency. It's creativity. It's a belief that every person counts.
I've learned that mistakes can often be as good a teacher as success.
Change before you have to.
Short cycle business are being impacted by credit, and are being impacted by gasoline prices, food, distribution businesses, chemical business.
The team with the best players wins.
You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that.
The 1980s will seem like a walk in the park when compared to new global challenges, where annual productivity increases of 6% may not be enough. A combination of software, brains, and running harder will be needed to bring that percentage up to 8% or 9%.
Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital - the world's best talents and greatest ideas.
If you don't have a competitive advantage, don't compete.
My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.
Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.
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.
Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. 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.
You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.
Giving people self-confidence is by far the most important thing that I can do. Because then they will act.
What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.
Control your own destiny or someone else will.
You measure your people and you take action on those that don't measure up.
I don't feel under-taxed in any way at all.
The biggest cowards are managers who don't let people know where they stand.
If the rate of change on the outside exceeds the rate of change on the inside, the end is near.
A leader's role is not to control people or stay on top of things, but rather to guide, energize and excite.
Protecting underperformers always backfires.
The 3Ss of Winning in business are speed, simplicity, and self-confidence.
There are only two sources of competitive advantage: the ability to learn more about our customers faster than the competition and the ability to turn that learning into action faster than the competition.
When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.
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.
Keep learning; don't be arrogant by assuming that you know it all, that you have a monopoly on the truth; always assume that you can learn something from someone else.
Great leaders love to see people grow. The day you are afraid of them being better than you is the day you fail as a leader.
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