Quote

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.

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.
Make
Approach
Follows
Watches
Meeting
Watch
Contribution
Attitude
Meetings
Ready
Fast
High
Perception
Energy
Behavior
Every
Leadership
Purposeful

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Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.
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The secret of success is changing the way you think.
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In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.
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Someone, somewhere has a better idea.
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What Sam Walton did was to go into one of the most mature industries of all and find a way to make it grow, grow, grow, double-digit, month after month, year after year. He did it by innovation, customer focus, and above all, speed.
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If we don't create private sector jobs and just - just creating public sector jobs, we're going nowhere. This is a bad game. You've got to have innovation. You've got to have tax policies that support innovation.
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I've learned that mistakes can often be as good a teacher as success.
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Face reality as it is, not as it was or as you wish it to be.
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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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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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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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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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If you can't energize others, you can't be a leader.
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With leadership the question at the beginning of the day is, 'how far can we take this...how big can we grow it...and how fast can we get there?'
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In every company, differentiation is never more important than it is in times of trouble, and that's the time when everyone tends to go to the well and equalize rather than differentiate.
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If you don't have public hangings for bad culture in a company, if you don't take people out and let them say, they went home to spend more time with the family. It's crazy.
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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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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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The productivity now at universities is terrible. Tenure is a terrible idea. It keeps them around forever and they don't have to work hard.
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I believe social responsibility begins with a strong, competitive company. Only a healthy enterprise can improve and enrich the lives of people and their communities.
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