A Quote by Lee Iacocca

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss. — © Lee Iacocca
Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.
If people start going to a desk, some one individual employees desk and they don't report to them... it's a sign that they believe that person can help them. So if you see that consistently, those are your barrels. Just promote them, give them more opportunity as fast as you can.
I always say that you could publish trading rules in the newspaper and no one would follow them. The key is consistency and discipline. Almost anybody can make up a list of rules that are 80 percent as good as what we taught people. What they couldn’t do is give them the confidence to stick to those rules even when things are going bad.
If you have to conduct layoffs, which is always a regrettable thing, there's kind of three things that are very important. One is to communicate well with your employees in order to help them understand why it is you're doing, and how. Second is to make sure that the employees who are part of the go forward, understand kind of what happened and are not like the ground doesn't keep moving. It's like, okay, we did that, we're moving forward, here we go. And then for the employees that you unfortunately have to let go, try to provide as much support for them as possible.
Motivate them, train them, care about them and make winners out of them. We know if we treat our employees right, they'll treat the customers right. And if customers are treated right, they'll come back.
The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.
It's so tempting to try to do it all, so as not to miss out. But to do all of those 'good things' means you'll do none of them well.
Don't expect people to abide by your rules if you don't clearly communicate what they are. And don't expect them to live by your rules if you're not willing to compromise and live by at least some of theirs.
A good debater can be a good communicator. You have to communicate when you're president of the United States, and communicate effectively with the American people, and with the world.
In the times in which we live it is far too restricting to say that art can only be found in art galleries and not touch people's everyday lives. I want to use any means that are necessary to communicate with people what I feel about things. There are no rules. And if there are rules, then you may as well break them.
In life, people tend to wait for good things to come to them. And by waiting, they miss out.
But, those who did good to Allah and the people, Allah will give them reward by bestowing upon them His grace.
And all those who desire to celebrate, glorifying with faith and seeking Your salvation and mercy through me, grant to them Your good things in this world, and to go forth pleasing You, and make them worthy of Your heavenly Kingdom, for You are the only Good One and Lover-of-man, and the Giver of Good things, unto the ages. Amen.
Ed Lawler and I document that the key to creating good, productive jobs in all industries is to organize work processes and systems in ways that allow employees to contribute significant amounts of "added value" to the products they make and services they provide. When mangers give employees the organizational structure, resources, and authority needed for them to contribute their ideas and efforts, American workers, like those at Harley-Davidson, almost always prove capable of effectively competing against their overseas counterparts.
As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.
I'm terribly shallow. I don't miss things once I have stopped doing them, and I don't miss people when I stop seeing them.
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.
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