You can't delegate growth or customer satisfaction.

Surviving a failure gives you more self-confidence. Failures are great learning tools - but they must be kept to a minimum.

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.

I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.

Really, the one thing that actually works - you know, state-run communism may not be your cup of tea, but [China's] government works.

I was Chairman for two days. I had an airplane with my engines, hit a building I insured, was covered by a network I owned and I still have to increase earnings by 11 percent.

Every leader needs to clearly explain the top three things the organization is working on. If you can't, you are not leading well.