I might not be the brightest bulb in the chandelier, but I'm pretty good at getting most of the other bulbs to light up.— Jack Welch
The most interesting Jack Welch quotes that are free to learn and impress others
Be candid with everyone.
If there is anything I would like to be remembered for it is that I helped people understand that leadership is helping other people grow and succeed. To repeat myself, leadership is not just about you. It's about them
Change before you have to.
Know where we are. Face reality as it is, not as it was or as you wish it to be.
Before you are a leader, success is all about growing yourself.
When you become a leader, success is all about growing others.
If you don't have a competitive advantage, don't compete.
Or check the curated lists with quotes from Jack Welch:
• Quotes about People
On the face of it, shareholder value is the dumbest idea in the world.
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.
Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.
An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
Shareholder value is a result, not a strategy .
. . Your main constituencies are your employees, your customers and your products.
Before you are a leader, success is all about growing yourself.
If the rate of change on the outside exceeds the rate of change on the inside, the end is near.
Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.
I wanted to change the rules of engagement, asking for more- from fewer.
I was insisting that we had to have only the best people...If you wanted excellence, at a minimum, the ambience had to reflect excellence.
If you pick the right people and give them the opportunity to spread their wing and put compensation as a carrier behind it. you almost don't have to manage them.
There are only two sources of competitive advantage: the ability to learn more about our customers faster than the competition and the ability to turn that learning into action faster than the competition.
A leader's job is to look into the future and see the organization, not as it is, but as it should be
Companies don't give job security. Only satisfied customers do.
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.
Business is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It's that simple.
The essence of competitiveness is liberated when we make people believe that what they think and do is important - and then get out of their way while they do it.
You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that.
Control your own destiny or someone else will.
Keep learning; don't be arrogant by assuming that you know it all, that you have a monopoly on the truth; always assume that you can learn something from someone else.
The most important job you have is growing your people, giving them a chance to reach their dreams.
Face reality as it is, not as it was or as you wish it to be.
The secret of success is changing the way you think.
If work is just going in every day and getting a check, it's an ugly life.
When you can make work a meaningful purpose, you've hit the jackpot for people.
If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.
There's no such thing as work-life balance.
There are work-life choices, and you make them, and they have consequences.
Strategy is not a lengthy action plan.
It is the evolution of a central idea through continually changing circumstances.
No company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.
You got to be rigorous in your appraisal system.
The biggest cowards are managers who don't let people know where they stand.
In real life, strategy is actually very straightforward.
You pick a general direction and implement like hell.
Number one, cash is king... number two, communicate... number three, buy or bury the competition.
Protecting underperformers always backfires.
It's the internet like the flu - it just spreads like crazy.
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.
Excellence and competitiveness aren't incompatible with honesty and integrity.
When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.
I was never the smartest guy in the room.
From the first person I hired, I was never the smartest guy in the room. And that's a big deal. And if you're going to be a leader - if you're a leader and you're the smartest guy in the world - in the room, you've got real problems.
The Internet is the Viagra of big business.
I've learned that mistakes can often be as good a teacher as success.
The team with the best players wins.
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.
Every employee, not just the senior people, should know how a company is doing.
The most important quality of leadership is intellectual honesty.
The reality principle - the ability to see the world as it really is, not as you wish it were.
Our behavior is driven by a fundamental core belief: the desire, and the ability, of an organization to continuously learn from any source, anywhere; and to rapidly convert this learning into action is its ultimate competitive advantage.
Strategy is simply resource allocation.
When you strip away all the noise, that's what it comes down to. Strategy means making clear cut choices about how to compete. You cannot be everything to everybody, no matter what the size of your business or how deep its pockets.
Lack of candor blocks smart ideas, fast action, and good people contributing all the stuff they've got. It's a killer.
As a leader, your job is to energize people around the mission and vision you've articulated.
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.