A Quote by Mark Zuckerberg
I always tell people that you should only hire people to be on your team if you would work for them.
Related Quotes
I feel that other people's suggestions are very dangerous. Yet, I can't say that they are always destructive or not useful. Perhaps, rather than having other people tell you how you should improve your work, they should just tell you how they understand your work, what they got out of it, so that you can figure out yourself if what you did was right or wrong.
Ignore the people who tell you it won't work, and hire people who embrace your vision.
People have always had this craving to have someone tell them the future. Long ago, kings would hire people to read sheep guts. There's always been a market for people who pretend to know the future. Listening to today's forecasters is just as crazy as when the king hired the guy to look at the sheep guts.
It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.
When you hire somebody, you shouldn't have to tell them [a lot of what] to do; you hire them because you like their work and all you've got to do is tweak them a little bit.
If you hire people just because they can do a job, they'll work for your money. But if you hire people who believe what you believe, they'll work for you with blood, sweat, and tears.
I think great bosses hire great people. 'A' people hire 'A' people, but 'B' people hire 'C' people; they're worried they might be shown up... they're concerned that that person might make them look bad.
You don't hire for mediocrity. Instead, you bring people onto your team because you know that they'll make a valuable contribution and turn in amazing work. But, in order to have that expectation, you need to make sure you're fostering an environment that allows them to do so.
Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.
I always sympathized with the people who did work for hire; I was one of them.
There are very few black-and-white truths in management or in business, but one that I have found is that people either hire people who are smarter than them, or people hire people they can control.
People always ask me where they should go to work, and I always tell them to go to work for whom they admire the most.
You need to make sure you hire people who are capable of being strong team players. Team members should fit the company's culture, be committed to the team, and be capable of being genuinely vulnerable and selfless.
If I had a daughter, I would tell her certain things. I would tell her that it’s great to be smart, really smart - that being smart makes you strong. I would tell her that emotions are powerful, so don’t be afraid to show them. I would tell her that some people may judge you on how you look or what you wear - that’s just how it is - but you should keep your focus on what you say and do. I would tell her that she may see the world differently from boys, and that difference is essential and good.
Tell me who you want to see on the Left, and I'll hire them. If you give me a big name that's out there, that's floating around and wants work, I'd be happy to hire them.
I often warn people: "Somewhere along the way, someone is going to tell you, 'There is no "I" in team.' What you should tell them is, 'Maybe not. But there is an "I" in independence, individuality and integrity.
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