A Quote by Jack Welch
Every employee, not just the senior people, should know how a company is doing.
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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.
If you have the opportunity to go be an early employee at a company that's just going crazy, and you believe it's the next Facebook or Google, you should go join that company.
When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.
I have always made it a point to know our employees, to visit every facility of our company, and to try to meet and know every single employee.
The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
What you should be in a rush for isn't necessarily the immediate monetary return, but it's to know that this equation existing between an employee and a company is being honored. What's the equation? I'm going to give you my most precious thing that I have - my time and my reputation. That's what the employee says. And the company says I'm going to take your time and your reputation and direct it at things that we believe collectively have a huge impact opportunity to do something extremely positive. And that positivity will get measured in impact and also economic upside.
When you work for a company you always, well I know, I try to give advice to young kids and other peers that when you work for a company you just don't want to be an employee, you want to be an asset.
I have seen a lot of now-great companies at their earliest stages, and these early-stage startups are not built by the senior people who know how to run and scale big-company machines.
I love to go into the studio on days when I'm not even doing anything. It's like my senior club. Some people go to senior centers, well I go to my senior center.
The basic thing a man should know is how to change a tyre and how to drive a tractor. Whatever that bearded dude is doing on the Dos Equis beer commercials sets the bar. That's your guy. Every man should be aiming to be like him. The beard is just the tip of the iceberg.
Every employee can affect your company's brand, not just the front-line employees that are paid to talk to your customers.
When I was doing Goodenough, I'd hired a few people to work in my office, but then, toward the end of the '90s, I decided that this is not what I should be doing. I didn't want to make a big company and have to hire lots of people. I felt like I was better as an independent or as a solo operator. So I made the decision to finish everything and work alone just with an assistant or two. Although maybe there isn't the potential that there is in having a bigger company, it's good for me.
Today I acknowledge that I am not in position to judge what mistakes anyone is making or what lessons anyone needs to learn. I don’t know how far someone has come or when that person will have a breakthrough, I simply don’t know what other people should be doing. But when I think I do know, I clearly am not doing what I should be doing, which is taking responsibility for my own life.
The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.
I have never left the company. I keep a tiny residual salary to this day because that's where my loyalty should be forever. I want to be an "employee" on the company data base. I won't engineer, I'd rather be basically retired, due to my family. (talking about his relationship with Apple Inc)
Every company that has an economist working for him has one employee too many.
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