A Quote by Tony Hsieh
Every employee can affect your company's brand, not just the front-line employees that are paid to talk to your customers.
Related Quotes
You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.
Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.
As a leader, you absolutely must expend your energy engaging your frontline employees so that they will take care of customers, who will tell stories about how great your company is to other people, who will become new customers.
If you burn out you aren't doing your customers or your investors or your employees any favors. You need to create a situation inside your company where you are going to be retained for a long time. I think that's your obligation if you're good.
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.
Ensure your employees understand what your brand stands for so they can be your first line of word-of-mouth advertising.
Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day. You can't expect your employees to exceed the expectations of your customers if you don't exceed the employees' expectations of management.
Your company is a product. Who are its customers? Your employees, who use it to do their jobs.
I would tell startups to just keep your head down, keep building. Your contingency plan, if you have one, should be because you are still spending more than you make and you still don't have a line of sight for that J curve. That is the most important contingency. Because otherwise you are betraying that equation to your cofounders, to your investors, to your employees and to your customers.
If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.
What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
Every day, you always have to be cognizant of your brand. I know it can cost you [future] money, but there are a lot of things more important than money that affect your brand.
Products, profits, and paychecks are not enough anymore. These days, society cares how you treat your own workers. Customers want to know you promote the same values inside your walls as you do outside; job hunters want to know you care about them before they send in an application. Your culture is your brand. You need to create an organization where your employees believe in what you do.
You can follow your favorite company or organization. You can also mix that in with your family and your social network and talk about all these interests in real time. That's the value, not the brand 'Twitter.' Twitter just provides the venue for it.
Your number one customers are your people. Look after employees first and then customers last.
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