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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
More quotes by Jack Welch
Business is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It's that simple.
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The value decade is upon us. If you can't sell a top-quality product at the world's lowest price, you're going to be out of the game.
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I've learned that mistakes can often be as good a teacher as success.
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My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.
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It is better to act too quickly than it is to wait too long.
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We have built a company with a business mix and operating system that will allow us to deliver record results in any foreseeable economic climate, ... We have just completed a very successful management transition and I've never been more confident about the company's future.
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You are not a leader to win a popularity contest-you are a leader to lead.
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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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You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.
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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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When all is said and done, teaching is what I try to do for a living.
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The 1980s will seem like a walk in the park when compared to new global challenges, where annual productivity increases of 6% may not be enough. A combination of software, brains, and running harder will be needed to bring that percentage up to 8% or 9%.
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With leadership the question at the beginning of the day is, 'how far can we take this...how big can we grow it...and how fast can we get there?'
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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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Hierarchy is an organization with its face toward the CEO and its ass toward the customer.
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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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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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I don't feel under-taxed in any way at all.
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If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
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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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