A Quote by Patrick Lencioni
I work with CEOs and their executive teams... and very few of these people are really indifferent about their employees or their customers.
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What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
We're very much in the people business in that there are two important groups you have to work with: customers and employees.
You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.
To have a healthy and thriving business, there must be healthy relationships with the C.E.O.S. in the organization and I'm not referring to the Chief Executive Offficers. I am talking about the Customers, the Employees, the Owner (or stockholders), and the Suppliers.
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Very few people really care about freedom, about liberty, about the truth, very few. Very few people have guts, the kind of guts on which a real democracy has to depend. Without people with that sort of guts a free society dies or cannot be born.
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.
Greed has increasingly become a virtue among Wall Street bankers and corporate CEOs in the U.S. Nowhere else in the world do CEOs insist on receiving compensation as high compared to what their employees earn.
I'm told by our internal surveys that we take of customers - by customers themselves directly and by a very large group of our employees - that there's a new spirit at United.
In my line of work, I frequently communicate with CEOs and their executive assistants, and nowhere is the need for gratitude more clear.
A long time ago I discovered that when employees are passionate about their work, customers are passionate about the company. Kevin Sheridan knows that secret too. His insights on finding the right people and getting them engaged can change your culture forever.
You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
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As a leader, you absolutely must expend your energy engaging your frontline employees so that they will take care of customers, who will tell stories about how great your company is to other people, who will become new customers.
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