Quote

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.

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.
Company
Flavor
Change
Initiative
Need
Month
Needs
Logical
Something
Logic
Believe
Profound
Way
Months
Fringe
People
Leader
Lunatic

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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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Every employee, not just the senior people, should know how a company is doing.
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If you don't deliver, you don't earn the flexibility.
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...I think that ideally that is how a company works. It becomes a place of ideas, not a place of position.
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Above all, good leaders are open. They go up, down, and around their organization to reach people. They don't stick to the established channels. They're informal. They're straight with people. They make a religion out of being accessible. They never get bored telling their story.
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A good leader remains focused. Controlling your destination is better than being controlled by it
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In difficult times your best must be hugged, loved, kissed, rewarded, paid - everything. And your worst must be the people that leave, because your best are going to take you to the next game.
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What is a budget review? A personal review with numbers
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You can't behave in a calm, rational manner. You've got to be out there on the lunatic fringe.
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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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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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Change has no constituency and a perceived revolution has even less.
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When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.
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If you have a reputation as a big, stiff bureaucracy, you're stuck.
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My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.
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Trust happens when leaders are transparent.
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The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses.
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People who are coaches will be the norm. Other people won't get promoted.
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I’ve learned in a hundred ways that I rarely regretted acting but often regretted NOT acting fast enough.
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If you managed a baseball team, would you listen more closely to the team accountant or the director of player personnel?
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