I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.

The reason people come to work for GE, they want to be apart of something bigger than themselves, they want to work for a company that makes a difference, a company that is doing great things in the world.

The best thing you can give as a leader is a reason to trust. People want to trust. They're hungry for it. But they're selective. They'll only give it to a motivator, a communicator, a teacher, a real person. Someone who in good times and bad always does the right thing.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

Work hard with passion and courage. Life is a marathon of contribution. You really must work hard to accomplish something... Find your passion and get good at it.

Good leaders don't tell people what to do, they give teams capability and inspiration.

In business as in life, sometimes bad things happen to good people, and sometimes good things happen to bad people. But over time, if you play long enough, everybody gets what he deserves - good and bad.

Every leader needs to clearly explain the top three things the organization is working on. If you can't, you are not leading well.

Really, the one thing that actually works - you know, state-run communism may not be your cup of tea, but [China's] government works.

I was never afraid of failure. I realized that I was responsible for my own success and that every day offers a new beginning and I was confident in my ability to improve.

The most important thing I've learned since becoming CEO is context. It's how your company fits in with the world and how you respond to it.

I was Chairman for two days. I had an airplane with my engines, hit a building I insured, was covered by a network I owned and I still have to increase earnings by 11 percent.

Values can't just be words on a page. To be effective, they must shape action.

Seeing people in person is a big part of how you drive any change process. You have to show people a positive view of the future and say we can do it