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Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.
Jack Welch
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Jack Welch
Age: 84 †
Born: 1935
Born: November 19
Died: 2020
Died: March 1
Author
Businessperson
Engineer
Journalist
Manager
Writer
Peabody
Massachusetts
John Francis Welch
Jr.
John Francis Jack Welch
Jr.
Strong
Confusing
Part
Willingness
Change
Confusion
Mean
Total
Even
Strength
Life
Company
Means
Business
Plunging
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You talk about seeing around corners as an element of success. That's what differentiates the good leader. Not many people have it. Not many people can predict that corner. That would be a characteristic of great leaders.
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People aren't the same. Business is, in my opinion, all about the team that fields the best players. It's not about an idea. An idea goes away. Somebody catches up with it. It's not about a widget.
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Face reality as it is, not as it was, or as you wish it were. Be candid with everyone. Don't manage, lead. Change before you have to. If you don't have a competitive advantage, don't compete. Control your own destiny, or someone else will.
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I've learned that mistakes can often be as good a teacher as success.
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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.
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Managers can waste a lot of time at the outset of a crisis denying that something went wrong. Skip that step.
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When all is said and done, teaching is what I try to do for a living.
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Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important.
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In any bad situation you can not let yourself be a victim.
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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.
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If there is anything I would like to be remembered for it is that I helped people understand that leadership is helping other people grow and succeed. To repeat myself, leadership is not just about you. It's about them
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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.
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Control your destiny or somebody will.
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When it's time to let someone go, do it right. No surprises. No humiliation.
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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%.
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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.
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We have the brand, and we have the fulfillment capability. Now we had to get the Net, and that's the easiest part of the game.
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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.
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In manufacturing, we try to stamp out variance. With people, variance is everything.
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Some people have better ideas than others some are smarter or more experienced or more creative. But everyone should be heard and respected.
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