A Quote by Jon Katzenbach

Real teams are much more likely to flourish if leaders aim their sights on performance results that balance the needs of customers, employees, and shareholders. — © Jon Katzenbach
Real teams are much more likely to flourish if leaders aim their sights on performance results that balance the needs of customers, employees, and shareholders.
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
I think at least my philosophy of leadership is you focus more on the areas you have to improve or the mistakes than you do on your successes. And that's just how I am in real life. I don't want to let down my customers, my employees, my shareholders.
Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
Customers first, employees second, and shareholders third.
Micromanaging erodes people's confidence, making them overly dependennt on their leaders. Well-meaning leaders inadvertently sabotage their teams by rushing to the rescue and offering too much help. A leader needs to balance assistance with wu wei, backing off long enough to let people learn from their mistakes and develop competence.
I am convinced that companies should put staff first, customers second and shareholders third - ultimately that's in the best interest of customers and shareholders.
Being a smaller, nimbler company is better for our customers, employees and shareholders.
Great fit and synergism for both companies and excellent outcome for employees, customers and shareholders.
We do not talk enough about spirit in business, yet it is what moves employees, customers, and shareholders alike.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
The worst leaders are the once that think they have to know as much or more than the people who work with them. The best leaders are the once who know that their employees know hell of a lot more than what they know and willing to admit it whilst expressing the value of their employees.
We need to reexamine and reassess the purpose of the corporation, and go back to the idea that senior leadership has responsibilities not just to shareholders but also to customers and employees.
We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.
I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.
Nevertheless, as circumstances presently appear, I feel substantially greater size is more likely to harm future results than to help them. This might not be true for my own personal results, but it is likely to be true for your results.
Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.
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