Quote

Getting the right people in the right jobs is a lot more important than developing a strategy.

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.
Developing
Strategy
Getting
Jobs
Right
Important
People

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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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For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter.
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Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later.
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Insecure managers create complexity. Frightened, nervous managers use thick convoluted planning books and busy slides filled with everything they’ve known since childhood……. They worry that if they’re simple, people will think they’re simple minded. In reality, of course, it’s just the reverse. Clear, tough minded people are the most simple.
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I've learned that mistakes can often be as good a teacher as success.
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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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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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The hero is the one with ideas.
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Excellence and competitiveness aren't incompatible with honesty and integrity.
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Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important.
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Strategy means making clear-cut choices about how to compete.
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There's no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences.
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Change has no constituency and a perceived revolution has even less.
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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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The team with the best players wins.
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I don't feel under-taxed in any way at all.
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Business success is less a function of grandiose predictions than it is a result of being able to respond rapidly to real changes as they occur.
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Companies don't give job security. Only satisfied customers do.
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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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The secret of success is changing the way you think.
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