Quotes About Employees

U.S. companies should consider all the implications before signing agreements that give employees carte blanche to funnel company information to law-enforcement agencies.

Most CEOs walk around the office like we own the place, without realizing that the place itself isn't worth owning: a business's value comes from the people who walk out the door every night, who have to decide each morning whether to walk back in. One of the simplest things you can do as a leader is honor their choice and appreciate their work.

You gain a lot of insight from employees by listening to them.

At HBO, my leadership had to inspire and gain the respect of employees in a large company with over 100 external business relationships in dozens of countries.

Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.

Activision Blizzard has always been about inspiring play, competition, and community for our fans and employees, and that hasn't changed.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

In my own business, I took on the insurance companies and built my own self-insured plan for my employees that was cost effective and included no caps on coverage, coverage for pre-existing conditions, and allowed kids to stay on their parents' plan until they turned 26.

Donald is intensely loyal. To family, friends, employees, country.

In just my interaction, I go to factories, and I talk to our employees. And in Canada, they have had a least a year or two more education. It's like, almost, I never run into anybody who hasn't finished high school. And in the United States, you have a lot who dropped out of 11th grade or whatever.

their distributors: The more you sell, the more they sell. But, ironically, the most intense pressure often comes from two sources that both determine and define your success as a business, namely, your employees and your customers.

The CEOs of our small giants had all faced the same issue. One way or another, they had to keep their best people engaged and challenged or run the risk of losing them. In most cases, the answer had been a kind of controlled growth that preserved the company's culture while creating new opportunities for employees.

The companies I was looking for all operated on what you might call human scale, that is, a size at which it's still possible for an individual to be acquainted with everyone else in the organization, still possible for the CEO to meet with new hires, still possible for employees to feel closely connected to the rest of the company. That was not accidental, either. On the contrary, scale played an important role in their approach to business.

The point here is that such policies affect not only the way that people feel about the company but also the relationships among the employees themselves—indeed, the whole texture of life inside the business.

Few things help an individual more than to place responsibility upon him, and to let him know that you trust him. When I have read of labour troubles between employers and employees, I have often thought that many strikes and similar disturbances might be avoided if the employers would cultivate the habit of getting nearer to their employees, of consulting and advising with them, and letting them feel that the interests of the two are the same.

Employees remember that when the home and kitchen category was introduced in the fall of 1999, kitchen knives would fly down the conveyor chutes, free of protective packaging. Amazon's internal logistics software didn't properly account for new categories, so the computers would ask workers whether a new toy entering the warehouse was a hardcover or a paperback book.

Bezos's counterintuitive point was that coordination among employees wasted time, and that the people closest to problems were usually in the best position to solve them.

On one side of the desk sits a bowl of dog biscuits for employees who bring their dogs to the office (a rare perk in a company that makes employees pay for parking and snacks).

All the tenants liked him and called him Charlie. All the employees hated him and he had never heard what they called him

we've developed a three-stage process to help organizations figure out what's getting in the way of change. First, managers guide employees through a set of questions designed to uncover competing commitments. Next, employees examine these commitments to determine the underlying assumptions at their core. And finally, employees start the process of changing their behavior.

Corporations that do a better-than-average job of developing leaders put an emphasis on creating challenging opportunities for relatively young employees.

Process Lessons • Tight controls strangle innovation. The planning, budgeting, and reviews applied to existing businesses will squeeze the life out of an innovation effort. • Companies should expect deviations from plan: If employees are rewarded simply for doing what they committed to do, rather than acting as circumstances would suggest, their employers will stifle and drive out innovation.

In any given day, our administration has about 2 million employees, and things happen. We put in process procedures to make sure if there has been any wrongdoing, there will be appropriate consequences, and we will move on.

Employees who work for WWF, they have better benefits than the wrestlers do. The ones they should take care of is the wrestlers.