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Don't make the process harder than it 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.
Make
Simplicity
Harder
Process

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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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If we get the right people in the right job we've won the game.
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The productivity now at universities is terrible. Tenure is a terrible idea. It keeps them around forever and they don't have to work hard.
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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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Stretch targets energize. We have found that by reaching for what appears to be the impossible, we often actually do the impossible and even when we don't quite make it, we inevitably wind up doing much better than we would have done.
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Genuine leadership comes from the quality of your vision and your ability to spark others to extraordinary performance.
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The biggest opportunity for big companies has come by far in the digitization of internal processes.
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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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Excellence and competitiveness aren't incompatible with honesty and integrity.
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The most important quality of leadership is intellectual honesty. The reality principle - the ability to see the world as it really is, not as you wish it were.
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Face reality as it is, not as it was or as you wish it to be.
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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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Protecting underperformers always backfires.
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If you managed a baseball team, would you listen more closely to the team accountant or the director of player personnel?
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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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If you want risk taking, set an example yourself and reward and praise those that do.
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In the end, your integrity is all you've got.
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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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Managers can waste a lot of time at the outset of a crisis denying that something went wrong. Skip that step.
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When it's time to let someone go, do it right. No surprises. No humiliation.
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