Quote

Again, your challenge is not just to improve. It is to break the service paradigm in your industry or market so that customers aren't just satisfied, they're so shocked that they tell strangers on the street how good you are.

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.
Aren
Improve
Streets
Stranger
Industry
Customers
Challenges
Satisfied
Break
Street
Tell
Market
Paradigm
Good
Challenge
Strangers
Service
Shocked

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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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In any bad situation you can not let yourself be a victim.
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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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Someone, somewhere has a better idea.
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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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The thing it taught me was that winning's a helluva lot more fun than losing. It also taught me that the team with the best players that worked together the best wins.
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When I stop learning something new and start talking about the past versus the future, I will go.
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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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You talk about seeing around corners as an element of success. That's what differentiates the good leader. Not many people have it. Not many people can predict that corner. That would be a characteristic of great leaders.
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Never miss out on an opportunity like a good recession.
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One of the ways we'll know that Work-Out has been successful is that my style of leadership will no longer be tolerated in this company.
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Don't lose youself on the way to the top.
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Number one, cash is king... number two, communicate... number three, buy or bury the competition.
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In the future, those who are not coaches will not be promoted.
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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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I believe that in any initiative, you can't have a flavor of the month. When you believe something is profound in a company, you can not be a logical leader. You have to go to the lunatic fringe. There is no way that logic is what you need to change people.
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Managers often hold on to resisters because of a specific skill set or because they've been around for a long time. Don't.
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Control your destiny or somebody will.
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As a leader, you have no right to have any employee wonder how they fit in and where they are going.
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Simple messages travel faster, simpler designs reach the market faster and the elimination of clutter allows faster decision making.
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