| Hiring and Employee Management Explained by Jack | | | | company has an intelligent, driven force behind it, the |
| Welch - Arguably the Best Manager Business Has | | | | limitations are boundless. The best managers will lay |
| Ever Seen | | | | down goals for their team, but regardless of whether |
| "If you pick the right people and give them the | | | | they be broad or specific, they will allow their team |
| opportunity to spread their wings and put | | | | to go about solving the puzzle in the way that suits |
| compensation as a carrier behind it you almost don't | | | | them best. A lesser known fact, Jack Welch almost |
| have to manage them." | | | | quit GE soon after joining because he firmly disagreed |
| - Jack Welch, former Chief Executive Office General | | | | with the management style. Luckily, another manager |
| Electric | | | | convinced him to stay onboard. From a young child |
| The majority of Jack Welch's tenure at General | | | | who had a stuttering problem, Jack Welch grew into |
| Electric was spent searching within the company for | | | | becoming a pioneer in HR and management technique. |
| the smartest, most driven people. As a matter of | | | | Another company where employees are given full |
| fact, during one of his first quarterly investment calls | | | | reign to use their creativity and innovation in order to |
| at GE, instead of just reading the numbers, he spoke | | | | make their company better is Apple. Because Steve |
| about a utopia where people were given promotions | | | | Jobs is the face of this highly successful and cutting |
| based on their ideas and their work ethic as opposed | | | | edge company, it can be easy to forget about the |
| to favoritism. Interestingly enough, the analysts did | | | | people who work for him and how much they |
| not seem to care about his management style and | | | | contribute. The company hates the word "office" so |
| the stock dropped significantly after that earnings call. | | | | much that they refer to their headquarters as a |
| We believe, however, that what matters most is not | | | | campus. If you look at the iPhone and iPad, the |
| the product or service your company has, but the | | | | creativity that goes into every single little detail of |
| people behind it. Managers are frequently too | | | | each device can only be the result of a free thinking |
| overbearing with their employees and do not utilize | | | | organization which accepted ideas from anyone who |
| them to their fullest potential. The best kind of | | | | had something to contribute, regardless of whether |
| managers understand the worth of their employees | | | | they are the head of development or work in the |
| and hire very smart people. They are also willing to | | | | mailroom. |
| pay them for what they are worth. When a | | | | |