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Take the middle 70 percent and tell them what they need to do to get into the top 20 percent.

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.
Middle
Tell
Need
Take
Needs
Percent

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No vision is worth the paper it's printed on unless it is communicated constantly and reinforced with rewards.
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Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital - the world's best talents and greatest ideas.
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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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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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Management is all about managing in the short term, while developing the plans for the long term.
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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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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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Change has no constituency and a perceived revolution has even less.
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Hierarchy is an organization with its face toward the CEO and its ass toward the customer.
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In my lifetime, Mitt Romney is the most qualified leader I've ever seen run for the presidency of the United States.
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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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Leading a big company means never allowing a company to take itself too seriously.
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If your CFO is more important than your CHRO (Chief Human Resource Officer) you're nuts!
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If you reward candor, you'll get it.
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You have no right to be a leader if someone who works for you doesn't know where they stand.
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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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What the Commission is seeking cuts the heart out of the strategic rationale of our deal.
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The biggest opportunity for big companies has come by far in the digitization of internal processes.
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If you don't deliver, you don't earn the flexibility.
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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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