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Excellence and competitiveness aren't incompatible with honesty and integrity.

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.
Incompatible
Competitiveness
Excellence
Honesty
Integrity
Aren
Positive

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They were making a deal for a property that clearly was a property that we wanted to own, so we had to act, and act as quickly as we could, and make the offer more attractive.
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When it's time to let someone go, do it right. No surprises. No humiliation.
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As a leader, you have no right to have any employee wonder how they fit in and where they are going.
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In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.
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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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Getting the right people in the right jobs is a lot more important than developing a strategy.
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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.
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I don't feel under-taxed in any way at all.
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Approach every meeting with a purposeful, high-energy, ready-to-make-a-contribution attitude, and watch how fast leadership’s perception of you follows your behavior.
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You have no right to be a leader if someone who works for you doesn't know where they stand.
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The world will belong to passionate, driven leaders - people who not only have enormous amounts of energy, but who can energize those whom they lead.
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One of the ways we'll know that Work-Out has been successful is that my style of leadership will no longer be tolerated in this company.
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Above all, good leaders are open. They go up, down, and around their organization to reach people. They don't stick to the established channels. They're informal. They're straight with people. They make a religion out of being accessible. They never get bored telling their story.
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Managers often hold on to resisters because of a specific skill set or because they've been around for a long time. Don't.
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Insecure managers create complexity. Frightened, nervous managers use thick convoluted planning books and busy slides filled with everything they’ve known since childhood……. They worry that if they’re simple, people will think they’re simple minded. In reality, of course, it’s just the reverse. Clear, tough minded people are the most simple.
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Give me a highly successful unionized industry.
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