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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.
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.
Changes
Function
Results
Grandiose
Less
Rapidly
Success
Predictions
Business
Occur
Able
Respond
Real
Result
More quotes by Jack Welch
Never miss out on an opportunity like a good recession.
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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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Take time to get to know people. Understand where they are coming from, what is important to them. Make sure they are with you.
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People aren't the same. Business is, in my opinion, all about the team that fields the best players. It's not about an idea. An idea goes away. Somebody catches up with it. It's not about a widget.
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If we get the right people in the right job we've won the game.
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We bring together the best ideas - turning the meetings of our top managers into intellectual orgies.
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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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Protecting underperformers always backfires.
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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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Number one, cash is king... number two, communicate... number three, buy or bury the competition.
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If you want risk taking, set an example yourself and reward and praise those that do.
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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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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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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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If you don't deliver, you don't earn the flexibility.
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If you have a reputation as a big, stiff bureaucracy, you're stuck.
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I don't think environmentalists have the slightest reason to be concerned about globalization because every time you move a plant to a new place you upgrade the neighborhood. You put in global standards. You put in modern plants. And all the plants around it get improved.
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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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You are not a leader to win a popularity contest-you are a leader to lead.
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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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