A Quote by Mark Pincus
I regularly encourage employees to break rules. I also say to employees that leadership starts with complaining and dissatisfaction. But it doesn't stop there. It comes from saying you're dissatisfied with something and then fixing it and making it better for everybody.
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Highly engaged employees make the customer experience. Disengaged employees break it.
The culture or environment of a company starts from the top. The leadership. The leadership of a company sends a message to its employees of what is tolerated and what is not.
As a member of Congress, I participate in the Federal Employees Health Benefits Program under the same rules as millions of other federal employees.
Public employees should have the right to bargain for better wages and working conditions, just like all employees do.
Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.
If you were charged with fixing the U.S. auto industry, how would you do it?
The guys who run the auto companies are out of touch with their customers and their employees. They ride to work in their limousines. They go up in their elevators and lock themselves in their offices. They don't walk out into the plants. They wouldn't even drive in the neighborhoods where their employees live. They give themselves big bonuses when the company isn't making any money. I'd make them get involved with the people who are building the cars. They've got to become real people.
I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.
Our company wouldn't exist and wouldn't be around without our warehouse employees and our call center employees. And these employees - not just at Rent the Runway but at tens of thousands of other companies throughout the country - are treated unequally.
This will include the various methods of internal monitoring, attack and penetration, investigation of suspected hackers or rogue employees - and you have plenty of rogue employees - and identity protection for government employees. The review team will also remain current on the constantly evolving new methods of attack and will attempt to anticipate them and develop defenses as often as possible before breaches occur.
With my employees, if something is wrong and we can figure it out, okay, otherwise goodbye. Your employees are part of your success, so you have to share that, but the guests and the atmosphere have to be happy first.
You have to connect with your market and your employees. First, understand that what your market says is fact and what you say is opinion. Then, take the time to create a good connection with your employees. Without those two key connections, your business will be stuck in mediocrity forever.
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.
Creativity means learning where the rules exist, and then breaking them! Saying, "It's better this way." But you have to know the rules in order to break them with any grace.
When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.
The best worst example of making people feel unappreciated today lies in the casualness, indeed indifference with regard to massive lay-offs even when there isn't a financial crisis. That is a message to employees that they are expendable, interchangeable, easily dismissed and replaced, often by younger, less experienced and cheaper employees. The essential message being conveyed to people is, You are worthless. What an incredibly dumb thing that is for management to say!
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