We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.
Interpretation
Creativity and innovation often originate from those directly involved in the work, rather than from external theories or practices.
This quote by Jack Welch emphasizes the importance of valuing the insights and creativity of employees who are directly engaged in their work. Often, organizations overlook the potential for innovation that lies within their own teams, as they chase after trends and external practices rather than fostering the creative talents of their own workforce.
In practice
In a team meeting discussing project improvements, this quote can be used to highlight the importance of listening to team members' suggestions.
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.
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.
A leader's role is not to control people or stay on top of things, but rather to guide, energize and excite.
Control your own destiny or someone else will.
The idea flow from the human spirit is absolutely unlimited. All you have to do is tap into that well. I don't like to use the word efficiency. It's creativity. It's a belief that every person counts.
An overburdened, overstretched executive is the best executive, because he or she doesn't have the time to meddle, to deal in trivia, to bother people.
The people can always be brought to the bidding of the leaders...tell them they are being attacked, and denounce the peacemakers for lack of patriotism and exposing the country to danger.
A politician thinks of the next election. A statesman, of the next generation.
Generals aren't in the business of commenting on the correctness or incorrectness of the President's decisions. Anybody who thinks he should be able to do that ought to be fired on the spot.
Above all, I would like to be remembered as a man who was selfless, who strove and worried so that others could share the glory, and who built up a family of people who could hold their heads up high and say 'We're Liverpool'.
I've seen how the issues that come across a president's desk are always the hard ones - the problems where no amount of data or numbers will get you to the right answer.
I certainly direct with confidence even if I'm not confident. I learned early on as an actor that confidence can be faked, and it's not always a terrible thing to do. A lot of times if people feel you're confident, then they're confident.
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