Top 1200 Employees Quotes & Sayings - Page 2

All of my employees are having a tremendous problem with Obamacare.

I'm a big believer that if you're happy and your employees are happy, your customers are going to be happy. If you're unhappy and your employees are unhappy, there's no way your customers are going to be happy.

I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.

You have to treat your employees like customers

I am somewhat surprised to have employees.

The CEO announces that the purpose of the firm is to improve the lives of the customers and the lives of the firm's stakeholders and the quality of the planet. The company will give fair compensation to all the stakeholders and the CEO will not earn more than 20 times the median income of his employees. He will want his employees to rate him, just as he also has to rate them.

Democrats love employees, it's employers they hate.

Always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart; his heart is where his enthusiasm is. You can buy his back, but you can't buy his brain. That's where his creativity is. Treat employees as volunteers just as you treat customers as volunteers, because that's what they are. They volunteer the best parts - their hearts and minds.

Always let your employees come to work with a smile.

Whistleblowers deserve protection, but employees are not federal agents.

Motivated employees are crucial to a company's success.

I’ve seen how important this concept is in business. To be truly successful, companies need to have a corporate mission that is bigger than making a profit. We try to follow that at salesforce.com, where we give 1% of our equity, 1% of our profits, and 1% of our employees’ time to the community. By integrating philanthropy into our business model our employees feel that they do much more than just work at our company. By sharing a common and important mission, we are united and focused, and have found a secret weapon that ensures we always win.

We have to build the capacity of our institutions, employees and workers.

One of the things that I think I do well as a CEO is that I'm present. When I'm with my employees, I'm there in the moment.

Employers and employees alike have learned that in union there is strength.

Domestic employees are at the whim of their employers.

In the beginning, I was so chintzy I really didn't pay my employees well.

When employees are happy, they are your very best ambassadors.

I interview every employeeand I have 3000 employees. It's an obsessive sickness.

Half of my employees are women.

If employees aren't satisfied, they won't promote the product we need.

I think there are people living in Walmart dressed up as employees.

I also think that employees these days expect less of a separation of work and personal life. That doesn't mean that work tasks should encroach upon our personal time, but it does mean that employees today expect more from the companies for whom they work. Why shouldn't your workplace reflect your values? Why is "giving back" not a part of our jobs? The answer for us is to integrate philanthropy with work.

There is a very strong linkage between U.S. banks and European banks. There are plenty of European employees that are employed by U.S. companies, and there are plenty of U.S. employees that are employed by European companies.

If you were charged with fixing the U.S. auto industry, how would you do it? The guys who run the auto companies are out of touch with their customers and their employees. They ride to work in their limousines. They go up in their elevators and lock themselves in their offices. They don't walk out into the plants. They wouldn't even drive in the neighborhoods where their employees live. They give themselves big bonuses when the company isn't making any money. I'd make them get involved with the people who are building the cars. They've got to become real people.

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.

You need your employees to embrace change.

Producers are now employees, not creators.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Companies, however unintentionally, choke the motivation out of their employees.

I'm there for my friends, and I'd like to think I'm there for my employees.

Do Lipton employees take coffee breaks?

I was once an employee myself, so I know what employees want.

Companies have a responsibility to train and retrain their employees.

The employer generally gets the employees he deserves.

We have absolute trust in our employees. In fact, we are partners with them.

When employees underperform, a leader tells them so.

We greatly value the contributions of all of our employees.

Customers first, employees second, and shareholders third.

I love my employees and show them through my actions.

Choose the right employees and then set them loose.

The worst kind of businesses are ones where there are no expectations set out for employees.

Work is accomplished by those employees who have not yet reached their level of incompetence.

Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.

Ed Lawler and I document that the key to creating good, productive jobs in all industries is to organize work processes and systems in ways that allow employees to contribute significant amounts of "added value" to the products they make and services they provide. When mangers give employees the organizational structure, resources, and authority needed for them to contribute their ideas and efforts, American workers, like those at Harley-Davidson, almost always prove capable of effectively competing against their overseas counterparts.

One of the best ways to make growth personal is to give employees a share in their firm, a real incentive to go the extra mile, more of a 'John Lewis Economy' if you like...We know that firms where employees are engaged and own a stake do at least as well as other companies in the good times and have performed even better in recent bad times. Expanding and recruiting at a much faster rate and achieving better productivity...So, why do they make up just 2% of our business landscape?

There's always more employers can do to protect their employees.

I run a small company with 18 employees on its payroll.

Treat employees like they make a difference and they will

Hire passionate employees.

You gain a lot of insight from employees by listening to them.

Employees represent an opportunity to inspire not a burden to carry.

Treat your employees like customers.

Every day, we depend on state employees.

You cannot create employees without first creating employers.

The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.

You [the employees] are involved in a crusade.

I make all my advertising decisions based on what is best for my customers and my employees.

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

Firing employees, that's unfortunately part of doing business.