I tend to be a lot more honest and transparent with employees than most bosses are. But I’ve had people tell me – even those who love working with me – that I’m terrifying, which is hard for me to imagine.
With management and employees on the same side of the table, your interests are aligned, and shareholders look at you as one.
I think I understand the relationships between different people within the company: people who are straightforward employees, people who can impact the bottom line, and people who share in the bottom line. I don’t think you can understand inequality in America unless you understand what’s driving profitability.
Self-aware employees make a self-aware company.
Theoretically, an open-plan office is a great format for a changeable work environment, a place where employees have a say over how they work and a place that can adapt to their needs and to the needs of the business.
The challenge for corporations, if offices were to become obsolete, is twofold. How will they be able to retain their distinct cultures? And how will they be able to ensure that all employees, wherever they work from, share a united identity and vision?
I wouldn’t ask any of my employees to do anything I wouldn’t do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.
As employees, we are all given specific duties and carrying out these duties provides us with a great sense of responsibility.
You have to connect with your market and your employees. First, understand that what your market says is fact and what you say is opinion. Then, take the time to create a good connection with your employees. Without those two key connections, your business will be stuck in mediocrity forever.
One thing I have always promised is to be open and transparent and to treat employees and partners with respect and integrity.
If Obama raises my company’s taxes by 20 percent, how am I going to be able to survive as a company? Well, if I’ve got 30 employees, that means I’m going to have to lay off 10 employees so I can be able to keep up with the health and benefits and pension plans for my other 20 employees.
It is not necessary, nor appropriate, to sow dissent and misrepresent employees or constantly to threaten industrial action.
As one of the first employees at a small cellular phone start-up called Nextel, I gained firsthand experience in how a business grows from an idea to a company that, at its peak, employed many thousands.
Employees can make happiness when they maximize their brainwork voluntarily and enthusiastically. Management should focus on setting up an atmosphere.
Regulators all meet with Goldman Sachs executives and employees day after day after day. They don’t see the people who get tricked, the people who get cheated, the people who get fooled by the products that Goldman turns out.
One thing an exceptional employee never says is, ‘That’s not in my job description.’ Exceptional employees work outside the boundaries of job descriptions.
If employees need to stay late in order to curry favor with the boss, what motivation do they have to get work done during normal business hours? After all, they can put in the requisite ‘face time’ whether they are surfing the Internet or analyzing customer data.
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.
At the height of the first great dot-com boom, Craig Kanarick, then in his early 30s, was running Razorfish, a Web design firm he’d co-founded with an old friend, which at its peak had 2,300 employees in nine countries.
Shikun & Binui, our infrastructure and real estate company, implements sustainability by building their projects 100% sustainable while educating their employees worldwide.
Given the rapid rate of change, the old paradigm of one-off education followed by a career will no longer work: life-long learning is a must, and it is up to governments and employers to invest in training and for employees to commit to constantly update their skill set.
Everyone at Michael Waltrip Racing is working hard to deliver great results to our owners, employees and sponsors. All organizations have a lot at stake each week as we are all measured by our performance and finishing position.
People actually aren’t moving on from companies much more quickly than in the past, but there’s a perception that they do, so companies are investing less in talent on the assumption that young employees won’t stay long.
In general, a lot of content creators find that their success is unable to support any sort of organization of scale. It’s pretty difficult to support even three or four employees.
Small-business people do not want to have more than 50 employees, because that’s when all the regulatory burden of Obamacare kicks in.
The Paycheck Protection Program created in the CARES Act did help many small businesses keep employees on their books in the early days of the pandemic. But many small firms are ailing now; the hospitality industry has been decimated; and state and local governments are shedding workers.
Taking care of your employees is extremely important and very, very visible.
When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation.
Employees make the best dates. You don’t have to pick them up and they’re always tax-deductible.
The basic idea of a hackathon is to erase all routine obligations for the day so that employees can clear a mental space for creativity.
In the workplace, many people become helicopter managers, hovering over their employees in a well-intentioned but ill-fated attempt to provide support. These are givers gone awry – people so desperate to help others that they develop a white knight complex and end up causing harm instead.
It’s important to understand the compensation equation that a CEO and a founder has with his or her employees.
Nominally, there is one executive for every eight federal employees, a ratio that would bankrupt many private industries.
If you ask the CEO of some major corporation what he does, he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees.
I view my role more as trying to set up an environment where the personalities, creativity and individuality of all the different employees come out and can shine.
With the right support and reasonable adjustments, autistic people make wonderful employees.
If you don’t stay very close to clients and employees you’re going to make the wrong decisions.
I always encourage employees to feel free to raise any issues that prevent them from getting good work done.
I’m a big believer that if you’re happy and your employees are happy, your customers are going to be happy. If you’re unhappy and your employees are unhappy, there’s no way your customers are going to be happy.
The worst kind of businesses are ones where there are no expectations set out for employees.
Our goal isn’t to close Wal-Mart down. It is to make it a better, more humane company toward its employees and the communities it is in.
It is important to take time out every year to honor state employees.
Robots allow our employees to work safely, faster, and at less cost.
CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It’s just cultural. People just don’t want to do it.
The hardest thing was launching ‘OK!’ magazine; the easiest thing was Channel 5. ‘The Express’ was my defining moment because our turnover was less than £100m with 150 employees.
For an older generation of employees, social media often remains misunderstood and underutilized.
Let your customers be your partners; let your vendors be your employees. What’s necessary in this transformation more than anything else is courage and a willingness to change.
I run a small company with 18 employees on its payroll.
We’ve found that employees who live full, happy lives tend to be the most effective contributors.
To those state and local government employees who care deeply about this issue, let me be crystal clear: Under my watch, your IPERS is safe. It will not change; it will be protected; and you will have the retirement you were promised. Period.
We have a duty to ensure that patients don’t have to worry whether they’ll be dropped from their coverage if they get sick. Small business owners shouldn’t have to break the bank to provide coverage to their employees. And families should not be forced into bankruptcy because of a medical crisis.
When we first started growing our employees, I was scared. I would often think, ‘If we had more people, what would they do? Is there really enough work?’
You find out two executives are planning to break their contracts, keep the money you gave them, and steal 40 employees. What do you do? You fire them.
Companies are accustomed to dismissing employees for misuse of computers at work.
