If it annoys you when team members ask about their next promotion or talk about other job opportunities in the industry, you have motivational problems in the making. You need to build a habit of proactively seeking employee interests and suggesting follow-up steps.
A company invites their employees to sign up for a plan where every time they get a raise, some part of that raise goes to increasing their contribution rate to the 401k plan. In the first company we convinced to adopt this plan, saving rates tripled.
I find that when you lead with vision and values, engaging employees and showing them that values are just as important as profits, everyone comes on board. And not only do they come on board, but they connect to their own individual creativity.
You can never err by treating everyone in the building with respect, thoughtfulness, and a kind word. Everyone of our employees is an essential employee. Every one of them wants to be viewed that way. And if you treat them that way, they will view you that way. They will not let you down or let you fail. They will accomplish whatever you have put in front of them.
Every employee can affect your company's brand, not just the front-line employees that are paid to talk to your customers.
You want continual improvement? Then I challenge every employee in an organization to discard the status quo and ask themselves everyday, How can I improve my job?, then find a way to make it happen.
The only thing worse than losing an employee you have trained is keeping an employee you haven't trained.
If you're excited about what you're doing, it's a lot more likely that your employees will also be excited. People want to work for a person, not a company. It's about relationships.
Unions are at a disadvantage in a company vote because the employees can see that the greatest advocates of unionization are often the malcontents and marginal workers.
Government employees move up the ladder through educational credentials rather than merit. People are given jobs and promotions based on seniority, race and gender rather than ability or talent. Such a system often overlooks the deserving and rewards the incompetent. There is no payoff for achievement.
Quoting Demosthenes, 'For what each man wishes, that he also believes to be true.' I would rather make money playing a piano in a whorehouse than arguing that no cost is incurred when employees are paid in stock options instead of cash. I am not kidding.
Choose the right employees and then set them loose.
Allow your team to incorporate giving into their life through their job. Not only do employees stay around a lot longer, they do a lot more good.
The greatest competitive advantage is to allow your employees to be part of something. Something bigger than what you're doing.
[Our employees] do it not because we pay them more, but because they want to be part of something.
Your employee should have superior technical skills than you. If he doesn't, it means you have hired the wrong person.
When employees underperform, a leader tells them so.
How do leaders serve their people? They may pay good wages and treat employees with respect.
We all prospect, and don't even know we're doing it. When you start the dating process, you are actually prospecting for the person you want to marry. When you're interviewing employees, you are prospecting for someone who will best fit your needs.
A minimum-wage law, a law that prevents employers and employees from entering into mutually beneficial economic exchanges, is as far from a free market or free enterprise as one can get. That's why it causes so much damage and destruction, especially to black teenagers and others whose labor, for one reason or another, is valued by employers at less than the government-established minimum wage.
If an enterprise does not aspire to be the best of its kind, it will attract second-rate employees, and it will be soon forgotten.
Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.
A little-known company with a realistic framework that appeals to entrepreneurial employees is going to be more attractive than a famous company that treats its people like disposable assets.
We call it the 'Rule of Crappy People'. Bad managers hire very, very bad employees, because they're threatened by anybody who is anywhere near as good as they are.
Sure, companies say they're sensitive to their employees' cultural heritages, but show up on casual Friday wearing a necklace made from the ears of your vanquished enemies and all hell breaks loose.
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