A Quote by Travis Bradberry

In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
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.
The fact is, employees cannot make breakthroughs if they can't openly and honestly disagree with their peers and their leader. Indeed, great leaders don't just permit conflict; they actively try to elicit it from reluctant employees as well.
Leaders need to provide strategy and direction and to give employees tools that enable them to gather information and insight from around the world. Leaders shouldn't try to make every decision.
Real leaders like Lee Iacocca see vast possibilities and sell their dreams to their companies, their employees, their funding sources, their government and their buying public.
Our company wouldn't exist and wouldn't be around without our warehouse employees and our call center employees. And these employees - not just at Rent the Runway but at tens of thousands of other companies throughout the country - are treated unequally.
the best leaders try to train their followers themselves to become leaders. ... they wish to be leaders of leaders.
Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.
The core philosophy we share with leaders is that everyone can develop the qualities in themselves. We all have strengths, but where we have gaps, we can make small changes in our behavior that make a big difference in how others see us as leaders.
I support the free enterprise system, and I want companies to make money, but they shouldn't be reaping profits from the deaths of their employees or former employees.
May I stress the need for courageous, intelligent, and dedicated leadership... Leaders of sound integrity. Leaders not in love with publicity, but in love with justice. Leaders not in love with money, but in love with humanity. Leaders who can subject their particular egos to the greatness of the cause.
Leaders have followers, managers have employees. Managers make widgets, leaders make change.
Employing more women at all levels of a company, from new hires to senior leaders, creates a virtuous cycle. Companies become more attuned to the needs of their female employees, improving workplace culture while lowering attrition.
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.
Most great companies in tech have been built by personal referrals for the first...at least 100 employees and often many more.
Value-based leaders believe in democratic workplaces in which employees participate in decisions.
I didn’t try to intimidate anybody. I wanted to inform my employees of what their future would hold if they make the wrong decision. I wasn’t threatening any of the employees. If they vote for Obama they’re not going to lose their jobs.
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