A Quote by Jack Welch

Failing to differentiate among employees — and holding on to bottom-tier performers — is actually the cruelest form of management there is. — © Jack Welch
Failing to differentiate among employees — and holding on to bottom-tier performers — is actually the cruelest form of management there is.
If we face recession, we should not lay off employees; the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty; why should they suffer?
The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.
We don't want two-tier health care in Canada - one tier for Quebec and another tier for the rest of the country.
I don't want to see that two-tier Senegal, that two-tier Africa, when you have those at the top and those at the bottom, people who are hungry, people who do not have enough to eat.
I have accused L.B. Management of failing to report to me, and I've told L.B. Management the money is missing, and it could very well be embezzled.
What are we focused on? Return on equity. We don't need these great big tier one assets. I'm very happy with getting tier two, tier three assets; that's what Glencore has been good at.
Done right, a performance review is one of the best opportunities to encourage and support high performers and constructively improve your middle- and lower-tier workers.
If you continue to keep low performers on your team, that are actually dragging the team down; you're failing the whole team, and eventually, the whole team is going to fail.
Typical pay increases are not enough to motivate employees, but they are enough to irritate them. … Even when companies create seemingly significant pay differentiation between low and high performers, the actual cash increase is insufficient to sustain performance – or it drives the wrong behaviors. … Effective management is a system, not a pay plan. The mistake is that companies try to solve all their problems with pay.
It's - everybody's looking at the bottom line all the time, and failure doesn't look good on the bottom line, and yet you don't learn anything without failing.
Management, in the sense of employer, is merely the agent for the public, the stockholders and the employees. It is management's job to preserve the balance fairly between all these interests, that each may have his fair share without imperiling the continuity of the effort upon which the whole depends.
I think it's embarrassing for our industry that we have such low diversity across senior-level management at all of the mainstream, top-tier venture capital firms.
... but actually it sucks to have a lot of employees, and you should be proud of how few employees you have.
Failing to remember is the primary reason for most performers' poor practising habits.
Learning English in Tier-2 and Tier-3 towns places the person ahead of the curve. I'm sorry to say but that's the reality.
Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
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