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When employees underperform, a leader tells them so.

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.
Employees
Employee
Tells
Leader

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In manufacturing, we try to stamp out variance. With people, variance is everything.
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Some people have better ideas than others some are smarter or more experienced or more creative. But everyone should be heard and respected.
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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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If you can't energize others, you can't be a leader.
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The 3Ss of Winning in business are speed, simplicity, and self-confidence.
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Number one, cash is king... number two, communicate... number three, buy or bury the competition.
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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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On the face of it, shareholder value is the dumbest idea in the world.
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First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.
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You talk about seeing around corners as an element of success. That's what differentiates the good leader. Not many people have it. Not many people can predict that corner. That would be a characteristic of great leaders.
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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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Someone, somewhere has a better idea.
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If we get the right people in the right job we've won the game.
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All of management is about self-confidence
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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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Never miss out on an opportunity like a good recession.
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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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We bring together the best ideas - turning the meetings of our top managers into intellectual orgies.
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There is no straight line to a dream.
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If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.
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