Jack Welch
Jack Welch
John Francis "Jack" Welch, Jr.is a retired American business executive, author, and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%. In 2006, Welch's net worth was estimated at $720 million. When he retired from GE he received a severance payment of $417 million, the largest such payment in history...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 November 1935
CityPeabody, MA
CountryUnited States of America
For a large organization to be effective, it must be simple.
You hang around with good people, you play a lot of golf, and you have a pretty good life. That's what success is all about. It's getting people you like, who want to take the hill with you, who want to win, who have the passion. This is not rocket science.
Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.
If you reward candor, you'll get it.
"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?"
Getting candor right - with your reports, your peers, and your boss - is a skill that can make or break your career.
In any bad situation you can not let yourself be a victim.
Make winners out of every business in your company. Don't carry losers.
Globalization is now no longer an objective but an imperative, as markets open and geographic barriers become increasingly blurred and even irrelevant.
A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.
One of the things about leadership is that you cannot be a moderate, balanced, thoughtful, careful articulator of policy. You've got to be on the lunatic fringe.
Managers can waste a lot of time at the outset of a crisis denying that something went wrong. Skip that step.
Change has no constituency and a perceived revolution has even less.
All of management is about self-confidence