Organizational Values Quotes

Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

A positive, high-performance culture can quickly turn negative if the CEO is not rigorous in constantly articulating values and holding people accountable for both results and values.

If you don't have public hangings for bad culture in a company, if you don't take people out and let them say, they went home to spend more time with the family. It's crazy.

I think there's a culture in Rajasthan Royals that has been there before I got here, so I've come into it. I've enjoyed being part of it and embraced it. They are quite clear about the fact that bottom lines are important, and there is a certain limit on what you can spend.

Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.

There's a dance happening on both sides of the table. Individuals are giving their personal and career values a lot more weight when it comes to finding a company that aligns with both. At the same time, companies are becoming a lot more transparent about their core values as an organization and the types of people they want to attract.

I don't think you can create culture and develop core values during great times. I think it's when the company faces adversity of extraordinary proportions, when there's no reason for the company to survive, when you're looking at incredible odds - that's when culture is developed, character is developed.

I don't know if a company can have a soul, but I like to think it can.

I have certain beliefs about how people should treat employees and how companies should be run, but I was really surprised though this process to learn that those beliefs are actually good business.

The rewards system is a powerful driver of behavior and therefore culture.

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

The brand is just a lagging indicator of a company's culture.

I think, as a quarterback and a leader, it's not necessarily what you do in the limelight. Obviously, you want guys handling themselves in an appropriate manner for the organization and the team, but you need to be who you are. If you're a guy who does that and can be a leader, and naturally that's what you want to do, awesome.

It is my plan to lead the RSC as a member-driven organization which puts forth positions developed through member participation and dialogue consistent with the RSC's mission and the U.S. Constitution.

Brand inside is more important than brand outside for sustained success.

Technical problems can be remediated. A dishonest corporate culture is much harder to fix.

There is something only a CEO uniquely can do, which is set that tone, which can then capture the soul of the collective.

Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

People who are role models for the principles and values of the organization, who buy in and understand the vision of what the organization is trying to accomplish, and have the personality to inspire other people to the vision. You know, that’s what team chemistry and leadership is all about.

Take our own company as an example: We're living proof, we jump with our own parachutes.

Convinced that behavior and conduct are every bit as important as skills and expertise, I sought to build the firm into an enduring, values-based institution.

As a former CEO and senior executive, there was a time when I did not quite understand the profound impact a CEO has on the culture of a company, even though I always knew culture was important.