Always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart; his heart is where his enthusiasm is. You can buy his back, but you can't buy his brain. That's where his creativity is. Treat employees as volunteers just as you treat customers as volunteers, because that's what they are. They volunteer the best parts - their hearts and minds.
I care very deeply about the people at Tesla. I feel like I have a great debt to the people of Tesla who are making the company successful.
Any good business is a hobby. We have an integrated company culture, and I can honestly say that many people who come here to work make Yandex a central part of their lives.
With the sincere devotion of our employees, Samsung has achieved stellar performances since its foundation.
One of our secret-sauce powers is that our people don't just write checks and place the ads, but our employees go the extra mile to get things done.
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.
Loyalty, up and down the line. That's one quality an organization must have to be successful.
Vlad hated doing the paperwork as much as he did when a human employee quit, which was why they'd both made a promise not to eat quitters just to avoid the paperwork. As Tess had pointed out, eating the staff was bad for marale and made it so much harder to find new employees.
At the end of the day, if I'm playing for a manager who I know cares about me, then I'm going to give more.
To me, the greatest asset of the Fed is the people. We have a tremendously dedicated staff... They feel proud to work for the Fed because this is such a competent, professional and well-respected organization.
If you work for a man, in Heavens name work for him! If he pays you wages that supply your bread and butter, work for him, stand by him, and stand by the institution he represents.
The employer generally gets the employees he deserves.
The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
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.
The way I would measure leadership is this: of the people that are working with me, how many wake up in the morning thinking that the company is theirs?
Most people in an organization try very hard to do what the leadership wants them to do. That places a tremendous responsibility on leaders.
It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.
What really makes your business is your workers - their commitment, their knowledge, how you train them, how you treat them. They have to make the entity a winning entity.
Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.
What you can't buy is the loyalty that comes through our dedicated crewmembers.
So we have a commitment to the business and to its people.
There are few people so adoring as staff on the payroll.
We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place; the last thing we were going to do is lay them off.
Employees that feel known and they feel like they know why their job matters and they have a sense of measuring it stay later, do extra work, and are committed to the organization above the requirements that they have.
That is the difference from being a manager and being a player: As a player, if you sign a contract for four years, if you want to be there for four years, you are. But as a manager, it always depends on the sack. You are always under pressure.
