Jack Welch Quotes

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

I think whenever you come in, whenever you try to evolve a company, people will get nervous. But, if you articulate a clear vision, a clear mission to help them understand their roles in it and ask them to buy into the system, everyone will band together to make it happen.

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

You move an organization when they understand where you want them to go.

The morale when I came in was not the best. It was because the agency had not been valued.

Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.

Your ability to shape your future depends on how well you communicate where you want to be when you get there. When ideas are communicated effectively, people follow and change.

There are two different types of leader. A person can either be like a thermometer or a thermostat. A thermometer will tell you what the temperature is. A thermostat will not only tell you what the temperature is, but it'll move you to the temperature you need to get to.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

I try to hire people I don't have to motivate. But I do motivate the people working with and for me.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

In 13 years of doing my day job, I've learned a few things about motivating people. It's about setting a vision and, as long as everyone knows why they're doing what they're doing, you achieve that vision.

Leaders create a sense of urgency. And along with that you have to create a sense of hope and a direction.

If you are not able to transmit what you're trying to achieve to your collaborators, you will only have minions - or morons.

First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

For me coaching is about seeing a vision and trying to sell that vision to the players through a day to day teaching of the job.

Palantir owes much of its success to the amazing talent of the first 30-40 technologists who joined the company, as well as to the internal leadership that helped motivate this core group to achieve its ambitious goals and to continue to attract extraordinary people.

The most difficult thing is the organization of people and the expression of your intentions. It's very easy to have a picture in your head and to imagine that you've told everybody about what you need.

I think the most important thing about coaching is that you have to have a sense of confidence about what you're doing. You have to be a salesman, and you have to get your players, particularly your leaders, to believe in what you're trying to accomplish on the basketball floor.

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.

One of the things that I did before I ran for president is I was a professional speaker. Not a motivational speaker - an inspirational speaker. Motivation comes from within. You have to be inspired. That's what I do. I inspire people, I inspire the public, I inspire my staff. I inspired the organizations I took over to want to succeed.

The task of the leader is to get his people from where they are to where they have not been.