Peter Drucker Quotes

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

When I see my staff take a step back because I've lost my cool about something food-related, I say never apologise for your standards. If someone doesn't meet them, then you should explain that and that you want it changed. I want my staff to be like that, too.

I have a job that I truly love, and an enormous crew of people that can do things better than I can!

Before I started a company, I was an employee with a bad attitude. I was always felt like, bosses are stupid, and people weren't well treated.

Know what your people are like, and make sure they do their jobs excellently.

Workers must participate in progress to enjoy their work and take pride in its product.

I'm paid well and am demanding of the people I work with, and therefore, I feel I should bring a lot.

I've got my own businesses I run every day and I like to think I'm a nurturer rather than a firer, but the reality is, if somebody continues not to succeed and do the right thing for the business they lose the job because they are affecting the livelihoods of others.

In AirAsia, we consider ourselves basically a dream factory. We deliberately decided that we wanted a company where people can pursue their passion, and we wanted to make use of all the talent that we have in-house.

I always encourage employees to feel free to raise any issues that prevent them from getting good work done.

When you hire good people, and you provide good jobs and good wages and a career, good things are going to happen.

It is important that you appreciate that the workplace must be a place of empowerment, but the empowerment must not only be connected to the job that you do.

Hire passionate employees.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

Sloan Gibson is doing a great job. We need to give him more power to terminate employees.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

Men and women want to do a good job, and if they are provided the proper environment, they will do so.

Let them police themselves, and then it goes another step past them to my coaches and there a coach that is responsible for a different area and different category on the field.

You try and learn from some people's mistakes. But you have to really trust the people who are working for you because they make a lot of decisions that could either do well for you or really screw up your image.

I've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

If you've got a coach that overlooks the problems, then you've got problems.

Pay attention to those employees who respectfully ask why. They are demonstrating an interest in their jobs and exhibiting a curiosity that could eventually translate into leadership ability.

Why - because as a oil and gas small business owner - I know if someone is not doing their job, they should not get paid. Again leadership by example.

I work here at the Raiders. My position is basically what I make it.