A Quote by Sam Altman
Employees will only add more value over time.
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If you add the value, you will become the brand. Find a way to add more value than anyone else does
Some good employers provide people benefits. Many do not. The ones that do not tend to be the low end of the pay scale. This program will give those employers a way to support their employees. The employees will get this benefit, making it more likely that their employee will come back to them - that's a benefit for the employer over the long term and a benefit for the employee and all the while supporting families in their time of need.
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.
I'm a shareholder in Microsoft Corp. of some size, and while I don't work for the place anymore, I think a lot about that investment, how - as an outsider - might I add value or not add value? Do I believe that things are headed in a good direction? So I wouldn't say I spend the majority of my time on that, but I spend some time on that as well.
If education really educates, there will, in time, be more and more citizens who understand that relics of the old West add meaning and value to the new. Youth yet unborn will pole up the Missouri with Lewis and Clark, or climb the Sierras with James Capen Adams, and each generation in turn will ask: Where is the big white bear? It will be a sorry answer to say he went under while conservationists weren't looking.
People who add value to others do so intentionally. I say that because to add value, leaders must give of themselves, and that rarely occurs by accident.
Intentional living is the bridge to significance. At the end of every year, I take time out to reflect and evaluate the events of the previous year - what went well and what needed improvement. From that inventory, I lay out my next year - how I intend to live, make the best use of time and maximize adding value to others. Success asks, 'How can I add value to myself?' Significance asks, 'How can I add value to others?' It is your intention that lends itself to significance.
We store in memory only images of value. The value may be lost over the passage of time, but that's the implacable judgment of feeling.
I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.
SUCCESS is when I add value to MYSELF. SIGNIFICANCE is when I add value to OTHERS.
Don't stay at the job for safe salary increases over time. That will never get you where you want - freedom from financial worry. Only free time, imagination, creativity, and an ability to disappear will help you deliver value that nobody ever delivered before in the history of mankind.
In regard to the past, where contemplation is not obscured by desire and the need for action, we see, more clearly than in the lives about us, the value for good and evil, of the aims men have pursued and the means they have adopted. It is good, from time to time, to view the present as already past, and to examine what elements it contains that will add to the world's store of permanent possessions, that will live and give life when we and all our generation have perished.
If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.
Maybe some percentage that’s substantially larger than 95 percent of VCs add zero value. I would bet that 70-80 percent add negative value to a startup in their advising.
Value investing doesn't always work. The market doesn't always agree with you. Over time, value is roughly the way the market prices stocks, but over the short term, which sometimes can be as long as two or three years, there are periods when it doesn't work. And that is a very good thing. The fact that our value approach doesn't work over periods of time is precisely the reason why it continues to work over the long term.
The worst leaders are the once that think they have to know as much or more than the people who work with them. The best leaders are the once who know that their employees know hell of a lot more than what they know and willing to admit it whilst expressing the value of their employees.
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