Jack Welch citations

“When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.”

“When the rate of change outside exceeds the rate of change inside, the end is in sight.”

“Face reality as it is, not as it was or as you wish it to be.”

“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. Legitimate self-confidence is a winner. The true test of self-confidence is the courage to be open—to welcome change and new ideas regardless of their source. Self-confident people aren't afraid to have their views challenged. They relish the intellectual combat that enriches ideas.”

“Change before you have to.”

“If you are not confused, you don´t know what is going on.”

“Every job you take is a gamble that could increase your options or shut them down.”

“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.”

“I enjoy challenging a person's ideas. No one loves a good and passionately fought argument more than I do. This isn't about being tough-minded and straightforward. That's the job. But so is sensing when to hug and when to kick. Of course, arrogant people who refuse to learn from their mistakes have to go. If we're managing good people who are clearly eating themselves up over an error, our job is to help them through it. That doesn't mean you have to take it easy on your top performers.”

“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”

“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.”

“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.”

“Loyalty to a company, it's nonsense.”

“In manufacturing, we try to stamp out variance. With people, variance is everything.”

“Getting the right people in the right jobs is a lot more important than developing a strategy.”

“Being a CEO is the nuts! A whole jumble of thoughts come to mind: Over the top. Wild. Fun. Outrageous. Crazy. Passion. Perpetual motion. The give-and-take. Meetings into the night. Incredible friendships. Fine wine. Celebrations. Great golf courses. Big decisions in the real game. Crises and pressure. Lots of swings. A few home runs. The thrill of winning. The pain of losing. It's as good as it gets! You get paid a lot, but the real payoff is in the fun.”

“At the heart of this culture is an understanding that an organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive business advantage.”

“Business has to be fun. For too many people, it's "just a job."”

“Business success is less a function of grandiose predictions than it is a result of being able to respond rapidly to real changes as they occur.”

“Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important.”

“The best Six Sigma projects begin not inside the business but outside it, focused on answering the question—how can we make the customer more competitive? What is critical to the customer’s success?… One thing we have discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us.”

“If you like business, you have to like GE. If you like ideas, you have to love GE. This is a place where ideas can flow freely from and through more than 20 separate businesses and more than 300,000 employees. Boundaryless behavior allows ideas to come from anywhere. We formalize our freewheeling style in a series of operating meetings that blend into one another.”

“There are advantages to being the chairman. One of my favorite perks was picking out an issue and doing what I called a "deep dive." It's spotting a challenge where you think you can make a difference— one that looks like it would be fun— and then throwing the weight of your position behind it. Some might justifiably call it "meddling." I've often done this— just about everywhere in the company.”

“In GE every day, there's an informal, unspoken personnel review—in the lunchroom, the hallways, and in every business meeting. That intense people focus—testing everyone in a myriad of environments—defines managing at GE. In the end, that's what GE is. We build great people, who then build great products and services.”

“Change has no constituency—and a perceived revolution has even less.”

“Six Sigma has forever changed GE. Everyone—from the Six Sigma zealots emerging from their Black Belt tours, to the engineers, the auditors, and the scientists, to the senior leadership that will take this Company into the new millennium—is a true believer in Six Sigma, the way this Company now works.”