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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.
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.
Waste
Step
Steps
Went
Outset
Wrong
Skip
Something
Denying
Time
Managers
Crisis
More quotes by Jack Welch
You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.
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A good leader remains focused. Controlling your destination is better than being controlled by it
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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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Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.
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In the future, those who are not coaches will not be promoted.
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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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Never miss out on an opportunity like a good recession.
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When all is said and done, teaching is what I try to do for a living.
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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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Companies don't give job security. Only satisfied customers do.
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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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The team with the best players usually does win - this is why you need to invest the majority of your time and energy in developing your people.
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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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Don't lose youself on the way to the top.
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The 1980s will seem like a walk in the park when compared to new global challenges, where annual productivity increases of 6% may not be enough. A combination of software, brains, and running harder will be needed to bring that percentage up to 8% or 9%.
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If you want risk taking, set an example yourself and reward and praise those that do.
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Leading a big company means never allowing a company to take itself too seriously.
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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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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.
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Getting the right people in the right jobs is a lot more important than developing a strategy.
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