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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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When all is said and done, teaching is what I try to do for a living.
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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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Strategy means making clear-cut choices about how to compete.
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Trust happens when leaders are transparent.
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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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They were making a deal for a property that clearly was a property that we wanted to own, so we had to act, and act as quickly as we could, and make the offer more attractive.
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We have the brand, and we have the fulfillment capability. Now we had to get the Net, and that's the easiest part of the game.
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What the Commission is seeking cuts the heart out of the strategic rationale of our deal.
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Companies don't give job security. Only satisfied customers do.
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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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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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If you can't energize others, you can't be a leader.
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Be candid with everyone.
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If your CFO is more important than your CHRO (Chief Human Resource Officer) you're nuts!
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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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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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Face reality as it is, not as it was, or as you wish it were. Be candid with everyone. Don't manage, lead. Change before you have to. If you don't have a competitive advantage, don't compete. Control your own destiny, or someone else will.
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Don't lose youself on the way to the top.
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Change has no constituency and a perceived revolution has even less.
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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