Quote

Failing to differentiate among employees — and holding on to bottom-tier performers — is actually the cruelest form of management there is.

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.
Management
Bottom
Tier
Failing
Cruelest
Among
Differentiate
Actually
Employees
Form
Performers
Employee
Holding

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If we get the right people in the right job we've won the game.
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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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Companies don't give job security. Only satisfied customers do.
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Take lack of candor. ... I'm not talking about boldface lying, but a tendency to withhold information. That behavior is far more common, and it frustrates teams and bosses to no end.
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Hierarchy is an organization with its face toward the CEO and its ass toward the customer.
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If you don't deliver, you don't earn the flexibility.
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In any bad situation you can not let yourself be a victim.
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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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What the Commission is seeking cuts the heart out of the strategic rationale of our deal.
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You measure your people and you take action on those that don't measure up.
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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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There are only two sources of competitive advantage: the ability to learn more about our customers faster than the competition and the ability to turn that learning into action faster than the competition.
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In manufacturing, we try to stamp out variance. With people, variance is everything.
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I don't think environmentalists have the slightest reason to be concerned about globalization because every time you move a plant to a new place you upgrade the neighborhood. You put in global standards. You put in modern plants. And all the plants around it get improved.
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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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Never miss out on an opportunity like a good recession.
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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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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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Out-innovating them is the way to beat China. And to do everything that we do in this country to support innovative policy, that drives innovation and new products and more jobs and creates jobs. You can't - you can't put a wall up around here. We tried that in the '30s. It didn't work.
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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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