Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.
Most people define learning too narrowly as mere 'problem-solving', so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act.
There is no contest between the company that buys the grudging compliance of its work force and the company that enjoys the enterprising participation of its employees
The intellect is no longer the chairman of the board - it is an employee. It becomes a tool in the service of the heart.
Today many American corporations spend a great deal of money and time trying to increase the originality of their employees, hoping thereby to get a competitive edge in the marketplace. But such programs make no difference unless management also learns to recognize the valuable ideas among the many novel ones, and then finds ways of implementing them.
When employees unite, they form a union but when business owners unite, they form a team.
When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.
Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.
Highly engaged employees make the customer experience. Disengaged employees break it.
Dispirited, unmotivated, unappreciated workers cannot compete in a highly competitive world.
I believe a balanced life is essential, and I try to make sure that all of our employees know that and live that way. It's crucial to me as a manager that I help ensure that our employees are as successful as our customers and partners.
You have to treat your employees like your customers. When you treat them right they will treat your outside customers right.
Learn how to grow out of yourself and into the world of others: Plant a shade tree under which you know you will never sit. Set some goals that may benefit your children or an orphanage or the employees of your company or future generations or your own city, fifty years from now.
Leadership requires creating conditions that enable employees to do the kinds of experimentation that entrepreneurship requires.
Everybody has a product to sell—no matter whether you’re an employee, a founder, or an investor. It’s true even if your company consists of just you and your computer. Look around. If you don’t see any salespeople, you’re the salesperson.
Studies show that a trusting workplace increases employees' level of happiness, work effort, productivity, and engagement. It also provides an environment that encourages open communication and promotes people to share their ideas.
Most hierarchies are nowadays so cumbered with rules and traditions, and so bound in by public laws, that even high employees do not have to lead anyone anywhere, in the sense of pointing out the direction and setting the pace. They simply follow precedents, obey regulations, and move at the head of the crowd. Such employees lead only in the sense that the curved wooden figurehead leads the ship .
My idea is, that if capital and labor are left alone they will mutually regulate each other. People who think they can regulate all mankind and get wrong ideas which they believe to be panaceas for every ill cause much trouble to both employers and employees by their interference.
There really are two Americas, one for the grifter class and one for everybody else. In everybody-else land, the world of small businesses and wage-earning employees, the government is something to be avoided, an overwhelming, all-powerful entity whose attentions usually presage some kind of financial setback, if not complete ruin. In the grifter world, however, government is a slavish lapdog that the financial companies that will be the major players in this book use as a tool for making money.
For the employee, the goal is to have full access to necessary information and as much independent decision-making ability as possible. For the entrepreneur, the goal is to grant as much information and independent decision-making ability to employees or contractors as possible.
Companies, however unintentionally, choke the motivation out of their employees.
Greenwood Insurance Group looks out for our company, and our employees. Their thoroughness and ability to shop for the best policies at the best prices shows me that they care about our business - long term.
American critics of welfare statism are often surprised to learn that countries like West Germany, with a much more comprehensive welfare state and a statistically larger public sector, have fewer government employees per capita than the United States does.
We’ve got customers. We’ve got suppliers. We’ve got employees. We’ve got unions. We’ve got communities. We’ve got all of these things that go into making up whether a business succeeds or fails.
Over the last 40 years, I have built MW into a multi-billion dollar company with amazing employees and loyal customers who value the products and service they receive at MW. Over the past several months I have expressed my concerns to the Board about the direction the company is currently heading.Instead of fostering the kind of dialogue in the Boardroom that has in part contributed to our success, the Board has inappropriately chosen to silence my concerns through termination as an executive officer.
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