A Quote by Richard Branson
If you run a business, put on top your employees, then your consumers, and then your shareholders.
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Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
You have to connect with your market and your employees. First, understand that what your market says is fact and what you say is opinion. Then, take the time to create a good connection with your employees. Without those two key connections, your business will be stuck in mediocrity forever.
Remember, if your business isn't making money, then you and your employees aren't, either.
When you start to get shareholders, clients, employees, rating agencies, and everybody converging, and then your competitors bad-mouth you, you know you did the right thing.
Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
When you feel your family is being threatened and hurt, you speak up. And then you put your head down and go back about your business.
Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.
If you put down a good, solid foundation and build one room after another, pretty soon you have a house. You build in your speedwork, your pace and increase your ability to run races and think races out. Then it's possible to run the way we do.
As the head of the public company, you can't say you can't sell, because then you're telling your shareholders that your own personal feelings about your assets are more important than their money. And they won't invest with you if you do that.
I say don't overreact; cool your jets. Focus on things that you can control: your business, your employees' welfare, your guests, and the quality of the product that you dish up. Do that, keep your chin down, pay attention to business, and the sun will come up tomorrow. That's the way I figure it.
You start out giving your hat, then you give your coat, then your shirt, then your skin and finally your soul.
If you're constantly making business decisions on behalf of your investors first, ultimately you're going to wear down your other stakeholders. It's going to be potentially hurtful for your employees and your customers and the community you do business with.
Those who purify your water, inspect your meat, and test your kids' toys, as well as a huge number of nurses, teachers, and our soldiers, are public employees. The firefighters who don't hesitate to rush toward danger while you run away from it - they are all public employees.
Those who purify your water, inspect your meat, and test your kids toys, as well as a huge number of nurses, teachers, and our soldiers, are public employees. The firefighters who don't hesitate to rush toward danger while you run away from it - they are all public employees.
Here`s the problem with the tax code. You send your money to Washington and then a few have a special carve out for your business, for your industry, if you do something Washington approves of, then they`ll let you keep some of your money back.
The approach and strategies are very similar in that you gather all the information you can and then keep adding to that base of information as things develop. You do whatever the probabilities indicated based on the knowledge that you have at that time, but you are always willing to modify your behaviour or your approach as you get new information. In bridge, you behave in a way that gets the best from your partner. And in business, you behave in the way that gets the best from your managers and your employees.
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