Quotes About Values

You don't create a culture. It happens. This is why new companies don't have a culture. Culture is the by-product of consistent behavior.

Set out to do good work. Set out to be fair in your dealings with customers, employees, and reality. Leave a lasting impression with the people you touch and worry less (or not at all!) about changing the world. Chances are, you won't, and if you do, it's not going to be because you said you would.

Yet somehow it's still frequently seen as heroic to sacrifice yourself, your health, and even your ability to do your job just to prove your loyalty to THE MISSION. Fuck the mission. No mission (in business, anyway) is worthy of such dire personal straits.

You can absolutely run a great business without a single goal. You don't need something fake to do something real. And if you must have a goal, how about just staying in business? Or serving your customers well? Or being a delightful place to work? Just because these goals are harder to quantify does not make them any less important.

Culture is the byproduct of consistent behavior.

There's a beauty to imperfection. This is the essence of the Japanese principle of wabi-sabi. Wabi-sabi values character and uniqueness over a shiny facade.

Culture is the byproduct of consistent behavior. If you encourage people to share, then sharing will be built into your culture. If you reward trust, then trust will be built in. If you treat customers right, then treating customers right becomes your culture.

As you get going, keep in mind why you're doing what you're doing. Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you're willing to fight for. And then you need to show the world.

If all you do is work, you're unlikely to have sound judgments. Your values and decision making wind up skewed. You stop being able to decide what's worth extra effort and what's not. And you wind up just plain tired. No one makes sharp decisions when tired.

We're willing to loase some customers if it means that others love our products intensely. That's our line in the sand.

When you don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious. For

Mientras haya clientes a los que les encante lo que hacemos, estamos dispuestos a perder otros. Esta es nuestra raya en la arena.

There's a beauty to imperfection. This is the essence of the Japanese principle of wabi-sabi. Wabi-sabi values character and uniqueness over a shiny facade. It teaches that cracks and scratches in things should be embraced. It's also about simplicity. You strip things down and then use what you have.

The best cultures derive from actions people actually take, not the ones they write about in a mission statement.

keep in mind why you're doing what you're doing. Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you're willing to fight for. And then you need to show the world.

A few bucks isn't going to make up for selling food we can't be proud of.

When you don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious.

There's a beauty to imperfection. This is the essence of the Japanese principle of wabi-sabi. Wabi-sabi values character and uniqueness over a shiny facade. It teaches that cracks and scratches in things should be embraced. It's also about simplicity. You strip things down and then use what you have.

I undertook this project with the vague notion that reinvention was about moving a business from point A to point B. But that's not what I found. We discovered that in the process of moving from A to B these businesses developed new skill sets and values that allowed them to quickly progress to C, D, E, and beyond. They all became serial reinventors and embraced constant radical change.

Culture is defined as the shared attitudes, values, goals, and practices of an organization; every group of people has a culture.

When a leader fails to provide the proper culture, one will still exist; it can best be described as one of every man for himself, each acting in his own best interests and to heck with the interests of the company.

There are two ways to run a big company: by rules or by values,

When you hire someone with a strong work ethic, who shares your values and fits your culture, you don't need a lot of rules or bureaucracy," he says. "All the rules you find inside most companies are there for the two percent of all people who don't do the right thing, and in the process of having rules for them they adversely affect the other ninety-eight percent of all people who don't need rules. It's a lot easier to not hire those two percent.

I think we are living in selfish times. I'm the first one to say that I'm the most selfish. We live in the so-called 'first world ' and we may be first in a lot of things like technology, but we are behind in empathy.