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Every employee, not just the senior people, should know how a company is doing.

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.
Senior
Employee
Building
Team
Company
Every
People

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People who are coaches will be the norm. Other people won't get promoted.
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Control your own destiny or someone else will.
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The most important job you have is growing your people, giving them a chance to reach their dreams.
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We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.
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When it's time to let someone go, do it right. No surprises. No humiliation.
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Management is all about managing in the short term, while developing the plans for the long term.
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If you have a reputation as a big, stiff bureaucracy, you're stuck.
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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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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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We've only been wealthy in this country for 70 years. Who said we ought to have all this? Is it ordained?
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I’ve learned in a hundred ways that I rarely regretted acting but often regretted NOT acting fast enough.
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Protecting underperformers always backfires.
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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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We bring together the best ideas - turning the meetings of our top managers into intellectual orgies.
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You are not a leader to win a popularity contest-you are a leader to lead.
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Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.
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Business success is less a function of grandiose predictions than it is a result of being able to respond rapidly to real changes as they occur.
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I've learned that mistakes can often be as good a teacher as success.
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