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Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.

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.
Inspirational
Squeeze
Years
Jerk
Earning
Later
Short
Company
Term
Sinks
Five
Earnings

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First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.
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One of the things about leadership is that you cannot be a moderate, balanced, thoughtful, careful articulator of policy. You've got to be on the lunatic fringe.
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The 3Ss of Winning in business are speed, simplicity, and self-confidence.
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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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There is no straight line to a dream.
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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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The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses.
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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.
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HR should be every company's killer app. What could possibly be more important than who gets hired?
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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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Every leader makes mistakes, every leader stumbles and falls. The question with a senior level leader is, does she learn from her mistakes, regroup, and then get going again with renewed speed, conviction and confidence?
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Never miss out on an opportunity like a good recession.
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If you want risk taking, set an example yourself and reward and praise those that do.
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Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.
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In difficult times your best must be hugged, loved, kissed, rewarded, paid - everything. And your worst must be the people that leave, because your best are going to take you to the next game.
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Excellence and competitiveness aren't incompatible with honesty and integrity.
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Stretch targets energize. We have found that by reaching for what appears to be the impossible, we often actually do the impossible and even when we don't quite make it, we inevitably wind up doing much better than we would have done.
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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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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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When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.
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