A Quote by Reid Hoffman
A little-known company with a realistic framework that appeals to entrepreneurial employees is going to be more attractive than a famous company that treats its people like disposable assets.
Related Quotes
Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.
If Obama raises my company's taxes by 20 percent, how am I going to be able to survive as a company? Well, if I've got 30 employees, that means I'm going to have to lay off 10 employees so I can be able to keep up with the health and benefits and pension plans for my other 20 employees.
If you were the boss of a company and some of the employees of your company were known to sexually abuse children, you would fire them instantly.
Positive and engaged brains are a company's greatest assets. More than time and even more than productivity, people must be happy.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
We do not view the company itself as the ultimate owner of our business assets but instead view the company as a conduit through which our shareholders own assets.
People invest in companies in order to get a share of the profit that company will make. If the Government increases its share of the profits, potential profits, at the expense of the owners of the company, the shareholders, then that makes investment in that company less attractive.
We want employees teaching each other what they know. We're tying to build a company so each person can achieve at a very high level - we're not just the engineering company or the design company.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
It is no longer enough to have a good product. A company's purpose and the way it treats its employees and the global community to which it belongs is also of great importance.
I'd like to think my company HootSuite is anything but a stodgy old-boys' club. As a social media company, our employees are by and large young, progressive and open-minded.
I built an unbelievable company. Some of the greatest assets anywhere in the world, real estate assets anywhere in the world, beyond the United States, in Europe, lots of different places. It's an unbelievable company.
When I explain our company values and the foundation to prospective employees, they realize that they have an opportunity to do much more than change the way businesses manage and share information. When you take a workforce of smart, creative, dedicated people and say "take this company time to serve your community, and bring along your coworkers, customers, and partners" great things happen.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
John W. Snow was paid more than $50 million in salary, bonus and stock in his nearly 12 years as chairman of the CSX Corporation, the railroad company. During that period, the company's profits fell, and its stock rose a bit more than half as much as that of the average big company.
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