A Quote by Richard Branson
Especially when you're at a high level in an organization, criticism can be devastating to an employee. I prefer to praise employees for what they're doing right, and it tends to lead to them doing more of the same. Not always, but it's the way I choose to bet.
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In a hierarchy every employee tends to rise to his level of incompetence ... in time every post tends to be occupied by an employee who is incompetent to carry out its duties ... Work is accomplished by those employees who have not yet reached their level of incompetence.
No organization is going to be successful unless it places a high value on its employees and engages them in the work that it's doing.
The way we respond to criticism pretty much depends on the way we respond to praise. If praise humbles us, then criticism will build us up. But if praise inflates us, then criticism will crush us; and both responses lead to our defeat.
Some good employers provide people benefits. Many do not. The ones that do not tend to be the low end of the pay scale. This program will give those employers a way to support their employees. The employees will get this benefit, making it more likely that their employee will come back to them - that's a benefit for the employer over the long term and a benefit for the employee and all the while supporting families in their time of need.
Obama is talking to voters as though he is their boss, or their principal, or their father. He is not any of those things. He is their employee. And employers don't like it when their employees yell at them - even if their employees have it right.
People are more interested in reading bombastic ideas, whether they're positive or negative. Part of me has sort of lost interest in doing criticism because of that. I've always realized that criticism is basically autobiography. Obviously in my criticism, it's very clear that it's autobiography, but I think it's that way for everybody.
Now my way of doing it is I always get disappointed, but there's always a level of high quality.
Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
I think that I'm the same Jan Brewer I was when I first ran for office way back in 1982, which is a few years ago. I always tried to do what I believed is right and I've always voted the way that I believe was the right way for my constituency, and that's what I'm doing when I govern. So, I'm the same Jan Brewer.
When it comes to public policy, doing the right thing is more important than doing it for the right reason. The best way to get people to do what's right collectively is to make it the best thing for them to do individually. You have to give individuals a personal incentive to do what's right for society.
Few people have the wisdom to prefer the criticism that would do them good, to the praise that deceives them.
I always say, thank god I have this job or I don't know what I'd be doing. It'd be sad. I've always felt like I have been trying to brand a world for a quite a long time. You know what though, I feel no different. I feel like I'm doing the exact same thing I did in high school. Only I have more people helping me out now. And we have to take it all the way.
I don't focus on criticism. I prefer to praise people and the world, rather than criticize them and it.
If you are only doing what you are getting paid for, and doing it no better than the average employee, then your pay is most likely right where it should be.
There was no question that in our house doing well, doing it the right way, school, sports - there was an expectation. One of the things I've taken away from that is that I'm unafraid to expect a fair amount from people. It makes them so much better - you're doing them a disservice if you don't.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
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