70 Jack Welch Best Quotes That Will Change Your Life Forever

70 Jack Welch Best Quotes That Will Change Your Life Forever

Josh Taylor by Josh Taylor on 19 December 2018 0 12501 views

In this article I will share with you the best Jack Welch's quotes that will change your life forever.

Let's get started.


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


#2. “Control Your Own Destiny or Someone Else Will.”


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


#4. “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” 


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


#6. “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.” 


#7. “Change before you have to.” 


#8. “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” 


#9. “Common mission trap for companies: trying to be all things to all people at all times.” 


#10. “You can look at the situation and feel victimized. Or you can look at it and be excited about conquering the challenges and opportunities it presents.” 


#11. “If you don't have a competitive advantage, don't compete.” 


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


#13. “Don't lose yourself on the way to the top.” 


#14. “It is better to act too quickly than it is to wait too long.” 


#15. “No vision is worth the paper it's printed on unless it is communicated constantly and reinforced with rewards.” 


#16. “Effective people know when to stop assessing and make a tough call, even without total information. Little is worse than a manager who can’t cut bait.” 


#17. “The mission announces exactly where you are going, and the values describe the behaviors that will get you there.” 


#18. “Take every opportunity to inject self-confidence into those who have earned it. Use ample praise, the more specific the better.” 


#19. “When launching something new, you have to go for it—“playing not to lose” can never be an option.” 


#20. “When you are a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room. Every conversation you have about a decision, a proposal, or a piece of market information has to be filled with you saying, “What if?” and “Why not?” and “How come?” 


#21. “Underneath, you would surely see that the best care passionately about their people—about their growth and success. And you would see that they themselves are comfortable in their own skins. They’re real, filled with candor and integrity, optimism and humanity.” 


#22. “Differentiation favors people who are energetic and extroverted and undervalues people who are shy and introverted, even if they are talented.” 


#23. “We've all been guilty at one point or another in our careers of boasting of perfect hindsight. 

It's a terrible sin.

If you don't make sure your questions and concerns are acted upon, it doesn't count.” 


#24. “Your people give their days (and sometimes their nights) to you. They give their hands, brains, and hearts. Sure, the company pays them. It fills their wallets. But as a leader, you need to fill their souls. You can do that by getting in their skin, by giving the work meaning, by clearing obstacles, and by demonstrating the generosity gene. And you can do it, perhaps most powerfully, by creating an environment that’s exciting and enjoyable.” 


#25. “The third way is less common and certainly less of a layup—a culture of integrity, meaning a culture of honesty, transparency, fairness, and strict adherence to rules and regulations. In such cultures, there can be no head fakes or winks. People who break the rules do not leave the company for “personal reasons” or to “spend more time with their families.” They are hanged—publicly—and the reasons are made painfully clear to everyone.” 


#26. “When you own your choices, you own their consequences.” 


#27. “IT’S SAID that you can only live life forward and understand it backward.” 


#28. “RULE 2. Leaders make sure people not only see the vision, they live and breathe it.” 


#29. “Indeed, the biggest winners in the world are those who answer yes to the question, “Am I living the life I choose?” 


#30. “As Google CEO Larry Page put it in his 2014 TED talk: “The main thing that has caused companies to fail, in my view, is that they missed the future.” 


#31. “If a job doesn’t excite you on some level—just because of the stuff of it—don’t settle.” 


#32. “Life is too short to spend every day doing something you don’t love.” 


#33. “The only career worth pursuing is the one that turns your crank.” 


#34. “Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.” 


#35. “In my experience, an effective mission statement basically answers one question: How do we intend to win in this business?” 


#36. “There are no finite answers to many questions. What really counted was your thought process.” 


#37. “Learning is truly a value, growth for every employee is a real objective, mistakes aren’t always fatal, and there are lots of people around whom you can reach out to for coaching and mentoring.” 


#38. “At the end of the day, effective mission statements balance the possible and the impossible. They give people a clear sense of the direction to profitability and the inspiration to feel they are part of something big and important.” 


#39. “You cannot go global on the phone or online.”


#40. “In real life, strategy is actually very straightforward. You pick a general direction and implement it like a hell.” 


#41. “The boss would be present at the beginning of each session, laying out the rationale for the Work-Out. He or she would also commit to two things: to give an on-the-spot yes or no to 75 percent of the recommendations that came out of the session, and to resolve the remaining 25 percent within thirty days. The boss would then disappear until the end of the session, so as not to stifle open discussion, returning only at the end to make good on his or her promise.”  


#42. “People development should be a daily event, integrated into every aspect of your regular goings-on.” 


#43. “Tell them to grab on to the career that engages their brain and heart and soul and gives them meaning. Tell them that eventually, the money will come, and if it doesn’t, in time, they will find themselves rich with something money can’t buy. And that, obviously, would be happiness.” 


#44. “It sounds awful, but a crisis rarely ends without blood on the floor. That’s not easy or pleasant. But sadly, it is often necessary so the company can move forward again.” 


#45. “Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak. Companies suffer when every business and person is treated equally and bets are sprinkled all around like rain on the ocean.” 


#46. “Lack of candor blocks smart ideas, fast action, and good people contributing all the stuff they’ve got. It’s a killer.” 


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


#48. “Working to fulfill someone else’s needs or dreams almost always catches up with you.” 


#49. “That’s more easily said than done;” 


#50. “The only antidote is simplicity. The simplicity of leading through truth and trust. Ceaselessly seeking the former, relentlessly building the latter. In every decision, in every action. Truth is a determined pursuit, a personal and unquenchable fire, burning to know what is really happening inside the company and out.” 


#60. “From my days in the Pit, I learned that the game is all about fielding the best athletes. Whoever fielded the best team there won. Reuben Gutoff reinforced that it was no different in business. Winning teams come from differentiation, rewarding the best and removing the weakest, always fighting to raise the bar. I was lucky to get out of the pile and learn this my very first year at GE—the hard way, by nearly quitting the company.” 


#61. “Over the course of your career, your Detroit will surely call you at one point or another. If you can go, that’s great. If you can’t, make peace with the reasons why.” 


#62. “Stepping back from almost any situation with an underperformer, it’s always easy to see the solution. They need to move on—sooner rather than later. Up close, however, organizations tend to draw out departures, as people fret about the employee’s emotional reaction to being let go. Oftentimes, managers feel guilty about putting a friend out of work, or remorseful they didn’t give candid enough feedback along the way, or both.” 


#63. “Leadership, very simply, is about two things: 1. Truth and trust,  2. Ceaselessly seeking the former, relentlessly building the latter.” 


#64. “Today, all arrows point toward the biotech, nanotech, and information technology industries, and the convergence among them.” 


#65. “Look, winning and losing can’t be quantified. They are states of mind, and losing happens only when you give up. Seen that way, then, the world can be filled with winners, and there is room for them all.” 


#66. “Number one, cash is king.. number two communicate.. number three, buy or bury the competition.”


#67. “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.”


#68. “Management is all about managing in the short term, while developing the plans for the long term.”


#69. “The team with the best players wins.”


#70. “There’s no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences.”

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