Quote

Managers often hold on to resisters because of a specific skill set or because they've been around for a long time. Don't.

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.
Time
Specific
Skills
Hold
Building
Team
Often
Around
Skill
Long
Managers

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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 know where most of the creativity, the innovation, the stuff that drives productivity lies - in the minds of those closest to the work.
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Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.
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A leader's role is not to control people or stay on top of things, but rather to guide, energize and excite.
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A good leader remains focused. Controlling your destination is better than being controlled by it
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Don't make the process harder than it is.
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Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.
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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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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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No one can guarantee you a job other than satisfied customers. That's the only thing that works. Nothing creates work other than products and services you provide that create satisfied customers.
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Nothing of any importance has ever been accomplished by a pessimist.
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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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The team with the best players usually does win - this is why you need to invest the majority of your time and energy in developing your people.
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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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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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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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Leading a big company means never allowing a company to take itself too seriously.
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If you have a reputation as a big, stiff bureaucracy, you're stuck.
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