Jack Welch Quotes

If I had my way, I wouldn't do annual reviews, if I felt that everybody would be more honest about positive and negative feedback along the way. I think the annual review process is so antiquated.

The biggest cowards are managers who don't let people know where they stand.

You measure your people and you take action on those that don't measure up.

I'm a person who believes in close monitoring and knowing what everyone on the staff is doing.

You need to tell people where they stand. If someone's done a good job, you should tell them they've done damn well. But if they haven't, you should take the same attitude.

If people want to criticize a performance, that I understand. I think that's important.

Constantly probe the people who report to you, and encourage them to probe you.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

Managers in all too many American companies do not achieve the desired results because nobody makes them do it.

When it comes to work, there is a fear factor around meritocracy. People are afraid of being openly judged. However, when you know what you are being measured against, it's empowering.

Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.

Most of the coaches just tell you, 'No, no, you're doing well. This is fine.' But I actually want someone who will tell me what I didn't do right so that I can improve.

I have high expectations for the people who work for me. I figure that if they work really hard and do a good job on one of my campaigns or in my office, that experience will serve them well later on.

I've realized my best and worst critic is my director.

If I didn't play well, Dad was the first one to tell me where I'd gone wrong and give great advice.

I believe in giving people an opportunity to do their jobs.

You can always criticise people, the players are aware we can improve in a number of areas.

Criticism is part of football, but we have to work.

Sometimes, I think my most important job as a CEO is to listen for bad news. If you don't act on it, your people will eventually stop bringing bad news to your attention and that is the beginning of the end.

A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.

As a top manager, you have to not just reward truth-telling, you've got to beg for it, and you've got to demand that everyone around you gives you constructive criticism, constantly. You've got to get out of the bubble, so that you can get direct feedback from everybody who's being affected.

I often ask people what I did wrong in the last meeting, because then others feel they have permission to own their mistakes, too.

To scale your business, you need to delegate responsibilities to others and establish a strong company culture.

I guess it became easier for me to accept negative comments about my work, my profession - anything work-related because like I said I take them as positive criticisms.