Employee Management Quotes

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

I am somewhat surprised to have employees.

The lesson for businesses is you are dealing with real people. Those are your customers, those are your employees, those are your bosses, and the better you understand how real people tick, the more successfully you will be able to accomplish your goals.

There's no better example of how to lead a difficult employee than to have a child. You have another kind of knowledge from your children that's actually applicable outside of childbearing.

He who trusts a secret to his servant makes his own man his master.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

The time you spend with your best (employees) is, quite simply, your most productive time.

The reality is, for small businesses, there really aren't HR systems. Small businesses are rolling their own.

A leader should never compare his technical skills with his employee's.

My job is to hire the best and brightest employees and empower them to do their best work. As a manager, I am not a mind reader nor an expert at every job function. Therefore, it is incumbent on all hires to feel empowered to tell me what resources they need to do their job.

You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.

What you manage in business is people

I have had hundreds of people work for me over the years, and I don't think I ever fired anybody.

The general manager is kind of like the step into darkness when you reach the top of the league. As GM, you're responsible for everything, including the maitre d's and the sommeliers - all these people who have their own agendas. But you probably make less than the maitre d' and have a lot more work and a lot more headaches.

In a nursery, if you don't take care of those plants, your profits get lost real quickly. You have to weed. You have to water. You have to nurture. Also, you have to take care of your employees in such a way that they do the same.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

I have a staff, but I still work insanely hard.

What we're going to do is try to get TSA out of the human resources and personnel business and into the security business to connect the dots.

The worker's effectiveness is determined largely by the way he is being managed.

In manufacturing, we try to stamp out variance. With people, variance is everything.

I have always made it a point to know our employees, to visit every facility of our company, and to try to meet and know every single employee.

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

As you grow, the productivity I think, goes down with the square of the number of employees if you don't make an effort.

You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.

I don't think I am very easy to work for because everything has to be just right or we don't put it out. But at the same time, all the people that work for me have a "no asshole" rule, if you're a jerk you're fired, so it's a great team and a lot of skillful people at the top of the game, anybody from management to the agents to the publicists to the day-to-day website stuff and it's just a great team.