Employee Relations Quotes

In England, your manager is like a boss.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

Keeping customers is about the experience, and the employees control the culture and temperature of the business. Never forget that.

Running a company is pretty demanding.

You don't lie to your own doctor. You don't lie to your own attorney, and you don't lie to your employees.

One of the main tasks of a manager is psychology.

People always get confused. They talk about coaches. The reality is, these coaches and managers that everybody thinks are in so much control, they work for us. They're our employees.

Somewhere between the janitor and the CEO, reasons stop mattering.

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.

While these attitudes are more visible when directed at government, there is ample evidence that many working people distrust their own union as much as they do the corporation they work for.

I think all managers have to be so demanding.

I was the personnel director there with the Cowboys.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.

When I jumped ship from Roush Racing to Hendrick Motorsports, I couldn't believe the amount of personnel here that get along with each other. It's pretty amazing that there are so many people under one roof, where Roush is more spread out and it feels so different.

If you're thinking about your brand over your people, you've lost yourself.

I don't know, sometimes the manager doesn't like you.

Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.

At this point, American workers are pretty respectful of the bosses they loathe.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

I'm not going to manage again. I'm going to work for a team someday. But it won't be managing.

I think it is rewarding to manage, but it is not what I am passionate about. Managing more than 200 people, maybe 150 people, isn't fun to me and is not my skill set.

I'm really not convinced I want to be a manager at all. Managers are just wide open to abuse.

Onboarding starts with satisfying the most basic of Maslow's psychological needs: belonging. New hires shouldn't arrive to an empty cube and be forced to forage through corridors searching for a computer and the bare necessities of office life. A new hire isn't a surprise visitor from out of town. Plan for their arrival.

I had never been in charge of anything. I'd always worked for someone. I worked for a furniture warehouse. I did masonry. I always had a boss yelling at me. So I'd never been in charge of an organization.