A Quote by Warren Buffett

Every company that has an economist working for him has one employee too many. — © Warren Buffett
Every company that has an economist working for him has one employee too many.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
My father ran an insurance company, but he passed away when I was 8. My mother was an economist working for the government of Liberia. But both my grandmothers were entrepreneurs in rural West Africa.
Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.
... fire fast when it's not working. It's better for the company, it's also better for the employee.
Every employee, not just the senior people, should know how a company is doing.
Most importantly, we want to create a company where every employee can bring their whole selves to work.
Any company trying to compete...must figure out a way to engage the mind of every employee.
My first job in L.A. was actually playing an employee in a Best Buy commercial, but I played a bad employee at another store. I also worked at a commercial casting company running cameras and session directing.
As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
I'm an economist by training. I don't really work as an economist. I only worked briefly as an economist.
I do great with Latino voters. I employee so many Latinos, I have so many people working for me, the Latinos love Trump, and I Iove them.
If an employee told you he had the flu, you'd send him home. If an employee told you he was feeling anxious, you'd probably tell him to get back to work. But the emotion is just as contagious as a flu virus.
While our managers debated what steps to take to address the sales and cash-flow crisis, I began to lead week-long employee seminars in what we called Philosophies. We'd take a busload at a time to places like Yosemite or the Marin Headlands above San Francisco, camp out, and gather under the trees to talk. The goal was to teach every employee in the company our business and environmental ethics and values.
On my very first day at T-Mobile, I demanded that every time I spoke publicly to the company, all employees across the country would be invited to watch. I faced legal and all that crap, but ultimately we were able to figure it out. We record it, too, so if somebody can't leave the sales floor, they can watch it later. Another thing I did very early on is give every employee stock, which we continue to do. So every time I speak to them I speak way over some of their heads.
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