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If you don't deliver, you don't earn the flexibility.

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.
Flexibility
Deliver
Earn
Balance

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Approach every meeting with a purposeful, high-energy, ready-to-make-a-contribution attitude, and watch how fast leadership’s perception of you follows your behavior.
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If work is just going in every day and getting a check, it's an ugly life. When you can make work a meaningful purpose, you've hit the jackpot for people.
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You measure your people and you take action on those that don't measure up.
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Be candid with everyone.
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Face reality as it is, not as it was or as you wish it to be.
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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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Failing to differentiate among employees — and holding on to bottom-tier performers — is actually the cruelest form of management there is.
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Management is all about managing in the short term, while developing the plans for the long term.
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Strategy is not a lengthy action plan. It is the evolution of a central idea through continually changing circumstances.
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Every employee, not just the senior people, should know how a company is doing.
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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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Cash is king. Get every drop of cash you can get and hold onto it.
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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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Real change agents comprise less than 10% of all business people.
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In manufacturing, we try to stamp out variance. With people, variance is everything.
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