A Quote by Phil Harding
It's for management to enthuse & motivate employees towards excellence in service; the profit incentive doesn't last
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If we face recession, we should not lay off employees; the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty; why should they suffer?
The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.
My Christian Louboutins are also one of the secrets to my not-for-profit success. Here's why - and it's something that everyone who manages employees, whether in a for-profit business or a not-for-profit, should keep in mind: A little extravagance goes a long way.
The incentive for business is not, and cannot, be anything other than the root incentive for all business: they must profit.
The educational process should not be one of homogenizing. It should be one of encouraging excellence... when we fail to make financial aid depend upon performance, we eliminate the incentive to excellence.
We're all animals, that we all respond to the same stimuli. If you want to motivate somebody not to have premarital sex, or motivate black bears not to go diving into dumpsters, first you have to think about why they do it. Telling them to stop isn't going to help. There has to be some incentive for them to alter their behavior.
Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.
Typical pay increases are not enough to motivate employees, but they are enough to irritate them. … Even when companies create seemingly significant pay differentiation between low and high performers, the actual cash increase is insufficient to sustain performance – or it drives the wrong behaviors. … Effective management is a system, not a pay plan. The mistake is that companies try to solve all their problems with pay.
When designing algorithms as a business owner, your incentive is your profit, something for your business, it's not an incentive to maximise something for the individual.
Management, in the sense of employer, is merely the agent for the public, the stockholders and the employees. It is management's job to preserve the balance fairly between all these interests, that each may have his fair share without imperiling the continuity of the effort upon which the whole depends.
Our philosophy at Zoom is to create a company that promotes self-motivation. I have told our managers not to spend too much time motivating employees. You have to create an environment where employees can motivate themselves. That is really important because self-motivation is more sustainable.
Running and meditation are very personal activities. Therefore they are lonely. This loneliness is one of their best qualities because it strengthens our incentive to motivate ourselves.
And no business can possibly equate happy workers (community) with profit (effectiveness). Happy workers are much more productive workers and hence contribute to profit, but no organization is formed for the idea of pleasing its employees.
There's precious little incentive to try and make it in the world of management - and that's especially true in England.
Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day. You can't expect your employees to exceed the expectations of your customers if you don't exceed the employees' expectations of management.
