A Quote by Glen Mazzara

Sharing information with employees makes them feel invested. — © Glen Mazzara
Sharing information with employees makes them feel invested.
Second, you need to spread the large amount of information knowledge that you've gained-pooping like an elephant. This means sharing information and discoveries with your fellow employees and occasionally even with your competitors.
So, the three qualities of a workplace that would develop people would be information sharing, investing in the training of the workforce, and giving employees the ability to use their training and information to make decisions.
If people are anything but enthusiastic about the information or ideas that they're sharing, they're either not that invested in what they're doing - or they're not communicating that investment effectively.
Sharing art makes me feel vulnerable. Sharing a piece of you that cannot be objectified, that is so truly you. It is scary releasing new music to the public, because as soon as you do, it becomes a shared receptacle to which others can attach their own opinion and meaning. What makes it scary is also what makes it worth doing.
Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.
I think that sharing information about our economies, the way that the central banks do in Basel and other forums, is quite useful. But it's sharing information. It's not coordinating policy. It's not coordinating a single monetary policy.
Information flow is what the Internet is about. Information sharing is power. If you don't share your ideas, smart people can't do anything about them, and you'll remain anonymous and powerless.
Governmental surveillance is not about the government collecting the information you're sharing publicly and willingly; it's about collecting the information you don't think you're sharing at all, such as the online searches you do on search engines... or private emails or text messages... or the location of your mobile phone at any time.
If you're lucky enough to have a permanent position, don't feel entitled. Companies value longtime employees' institutional memory, but to be irreplaceable, you must stay invested. Take the initiative and assume new responsibilities.
We mostly feel fearful because we feel powerless. We feel powerless, I contend, because of a style of thinking that splits information in two poles that makes us lose all the operative information we need to solve the problem.
A speech should not just be a sharing of information, but a sharing of yourself.
One of my beliefs as a filmmaker is that if you can make somebody laugh, you can make them listen. With laughter, you can get somebody's guard down, you can open them up to listening to you. They don't feel like they're being preached to or talked down to. I think it helps, it makes really hard to understand information a little more accessible and palatable. And at the end of the day, it makes a movie a little more fun. It doesn't feel so heavy handed.
Because it's so empowering, I want people to think about being entrepreneurial regardless. They don't have to start companies, but that's what makes them great employees, that's what makes them great citizens.
Sharing with just your friends doesn't protect your privacy. I know the people at Facebook will disagree and argue that users can control what is shared with whom. But this is simply an illusion that makes us feel better about all the sharing we have done and are about to do.
I have a job that requires me to be in the public eye in the way that makes me extra careful about sharing information.
The sneak-peeks you get off the top are of them in their real life. You're more invested, you know both of them, and you've already made assumptions. A murder who would murders someone - that makes them immediately bad - but here you see them in a different.
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