A Quote by Tom Rath
Executives must place a priority on wellbeing if they want to attract the right people, keep their best people, and drive their company's financial performance.
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I want a desirable place to work to attract and keep them here. So you try to create an environment for people to do their best work, and be generous on the benefit side.
To attract attractive people, you must be attractive. To attract powerful people, you must be powerful. To attract committed people, you must be committed. Instead of going to work on them, you go to work on yourself. If you become, you can attract.
For corporations to be bedfellows with the arts is good business for both. The architecture that houses a company is a more visible statement than the president's in the annual report. Ditto interiors, particularly of offices and sometimes, dramatically, in plants. For solvent businesses, support of community cultural undertakings in music, drama, dance creates great goodwill. Also, the existence of such activities is often important to the executives and their families that companies want to keep or attract to keep.
When executives allegedly lie to the investing public about their company's performance and thereby harm the integrity of the market, they must be held accountable.
I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people
My biggest fear is that we [Unilever company] at one point in time will not be able to attract the best and brightest [workers]. I don't worry so much about the business, the strategy. If we can continue to attract the best, I know they will ultimately figure out how to run the company in a very tough environment.
When a company creates a product that directly or indirectly adversely impacts the health of people, that product must be regulated. The process by which its created must be regulated. No company has the right to injure people. No company.
When a company creates a product that directly or indirectly adversely impacts the health of people, that product must be regulated. The process by which it's created must be regulated. No company has the right to injure people. No company.
In education, I'm going to try to find what works. One thing I want to do is improve the quality of teachers. There are a lot of people who want to go into teaching; it's fundamentally a very fulfilling profession. But people don't feel they have financial support. We pay starting teachers in particular too little to attract the quality people that we need. I want to make it easier for good people who want to go into teaching to do that.
I don't need any crutches in order to concentrate. As a child I learned that you must be ready because I'd be yelled at more than other people and it would always be my fault. I learned that to be professional is your number-one priority. The art comes second. You learn that, in order to give your best performance, you have to be a good technician, which means never allowing negative influences affect your performance.
A company should limit its growth based on its ability to attract enough of the right people.
Let's say a startup is hot. It ships something great, and it achieves success. Thus, it's able to attract the best, brightest, and most talented. These people have been told they're the best since childhood. Indeed, being hired by the hot company is "proof" that they are the A and A+ players; in fact, the company is so hot that it can out-recruit Google and Microsoft.
It's strange how we always want other people to feel what we feel. It must be a basic human drive. Misery loves company, right? Or when you see a movie that you love, don't you want to drag all your friends to see it as well? Because it's only good the second time if it's the first time for somebody else—as if their experience somehow resonates inside of you.
If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.
Look at the product pipeline, look at the fantastic financial results we've had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you're really listening and reacting to the best ideas of the people we have.
People want athletes to cater to their image of what an athlete should be, but they also want them to fail so they can feel like their screwups are all right. If I make a priority shift, I'll make it because it's best for me.
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