A Quote by Punit Renjen
When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.
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Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.
You can talk about teamwork on a baseball team, but I'll tell you, it takes teamwork when you have 2,900 men stationed on the U.S.S. Alabama in the South Pacific.
Today, as in the Gilded Age, we live in a world where a morality of personal responsibility rubs shoulders with a culture of greed and of flagrant social irresponsibility. Now as then, business has shed its collective responsibility for employees - just as government has for its citizens.
We hire military veterans because they make great employees. They bring proven technical and leadership skills. They understand teamwork, and they're adaptable. Bottom line, hiring veterans is good for business.
Businesses must reconnect company success with social progress. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. It is not on the margin of what companies do but at the center. We believe that it can give rise to the next major transformation of business thinking.
It's time to fundamentally change the way that we do business in Washington. To help build a new foundation for the 21st century, we need to reform our government so that it is more efficient, more transparent, and more creative. That will demand new thinking and a new sense of responsibility for every dollar that is spent.
It's an open secret: Even now, in the 21st century, Korean executives often consult spiritual advisers before making major business decisions - decisions that can affect their employees around the world.
As I've seen over and over again during my career, the best way to deter individual conduct is the threat of going to jail. That's what truly changes behavior. That's what changes the calculus as employees and executives decide whether to participate in an illegal scheme.
That’s why people who seek out group flow often join startups or work for themselves. Serial entrepreneurs keep starting new business as much for the flow experience, as for the additional success.
We need a new generation of executives who understand how to manage and lead through data. And we also need a new generation of employees who are able to help us organize and structure our businesses around that data.
Join the bold, the brazen, the unintimidated. Join not having excuses. Join the idea that fun is the source of all joy. Join the unwillingness to give up. Join doing things your way. Join not joining. Join that purpose is stronger than outcome. Join your gut. Join the constant challenge of seeking greatness. Join play. Join the hunger to find what makes you happy. Join karma and nature and the effect you have on your world. Join your philosophy. Join something bigger than you. Join what you believe.
I would just like to say something, ladies and gentlemen. Something that I think is very important. It is that, you, we - we own this country. We - we own it. It is not you owning it, and not politicians owning it. Politicians are employees of ours.
I've found even after nearly 30 years of doing this, there are all kinds of new surprises that rear their heads at various times and I truly believe that 51% of the images, success takes place in the darkroom.
From a business perspective, the question related to cities and sustainability is clear and compelling: can you have a healthy company in an unhealthy city? Arguably, no. Companies need healthy cities to provide reliable infrastructure, an educated and vital workforce, a vibrant economy, and a safe and secure environment to survive and thrive. Business executives have a lot to learn from cities, and a lot to contribute, and this book shows the way, chronicling the successes and the lessons learned about what it takes to make a city healthy, in every sense of the word.
I’ve seen how important this concept is in business. To be truly successful, companies need to have a corporate mission that is bigger than making a profit. We try to follow that at salesforce.com, where we give 1% of our equity, 1% of our profits, and 1% of our employees’ time to the community. By integrating philanthropy into our business model our employees feel that they do much more than just work at our company. By sharing a common and important mission, we are united and focused, and have found a secret weapon that ensures we always win.
Teamwork remains a sustainable competitive advantage that has been largely untapped because it is hard to measure (teamwork impacts the outcome of an organization in such comprehensive and invasive ways that it's virtually impossible to isolate it as a single variable) and because it is extremely hard to achieve (it requires levels of courage and discipline that few executives possess) - ironically, building a strong team is very simple (it doesn't require masterful insights or tactics).
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