Had the employers of past generations all of them dealt fairly with their employees there would have been no unions.
The only way many companies can attract and keep the best people is by offering them more than merely money or prestige - they offer them the chance to make history.
Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, not should they be.
A good manager is a man who isn't worried about his own career but rather the careers of those who work for him. My advice: Don't worry about yourself. Take care of those who work for you and you'll float to greatness on their achievements.
If you want creative workers, give them enough time to play.
Too many companies, especially large ones, are driven more and more narrowly by the need to ensure that investors get good quarterly returns and to justify executives' high salaries. Too often, this means that they view most employees as costs.
Not a penny off the pay; not a minute on the day.
Of all the things I've done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal.
If you look after the customers and look after the people who look after the customers, you should be successful.
People are the lifeblood of any airline, and it is the people of BA who will deliver its future success.
No organizational action has more power for motivating employee behavior change than feedback from credible work associates.
Two things to help keep one's job. First, let the boss think he's having his own way. Second, let him have it.
A company needs smart young men with the imagination and the guts to turn everything upside down if they can. It also needs old figures to keep them from turning upside down those things that ought to be rightside up.
Take our 20 best people away, and I will tell you that Microsoft would become an unimportant company.
We rely on skilled foreign workers for their math, science, and creative abilities as well as their cultural knowledge, which helps when localizing products for world markets.
You can't treat your people like an expense item.
I can charge a man's battery and then recharge it again. But it is only when he has his own generator that we can talk about motivation. He then needs no outside stimulation. He wants to do it.
I found that there were these incredibly great people at doing certain things, and you couldn't replace one of these people with 50 average people. They could just do stuff that no number of average people could do.
I think leadership is valuing the time you spend with your people more than anything else you do.
The more time I spend with our people, the more I find out about our business.
Each in his place, by right, not grace,
Shall rule his heritage -
The men who simply do the work
For which they draw the wage.
I keep six honest serving men
(They taught me all I know)
Their names
are What and Why and When
And How and Where and Who.
Be nice to people on your way up because you'll meet 'em on your way down.
When I find an employee who turns out to be wrong for a job, I feel it is my fault because I made the decision to hire him.
Human resources are the greatest assets of any company. You can raise tariffs or prevent MNCs from entering, but one can't stop the employees from leaving if they are dissatisfied.
You don't need to interpret the tea leaves stuck in a cup to understand that people who work sitting down get paid more than those people who work standing up.
The best way to guarantee a steady stream of new ideas is to make sure that each person in your organization is as different as possible from the others. Under these conditions, and only these conditions, will people maintain varied perspectives and demonstrate their knowledge in different ways.
A chairman who never wanders about his agency becomes a hermit, out of touch with his staff.
If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.
In a hierarchy every employee tends to rise to his level of incompetence ... in time every post tends to be occupied by an employee who is incompetent to carry out its duties ... Work is accomplished by those employees who have not yet reached their level of incompetence.
The common wisdom is that ... managers have to learn to motivate people. Nonsense. Employees bring their own motivation.
It might be said that it is the ideal of the employer to have production without employees and the ideal of the employee is to have income without work.
Instead of giving contracts to strangers, we decided we could just as well give contracts to our own employees. We would encourage them to leave ... and start their own satellite enterprises.
Get to know your people. What they do well, what they enjoy doing, what their weaknesses and strengths are, and what they want and need to get from their job.
Our philosophy is that management's role is simply to get the right people in the right places to do a job, and to encourage them to use their own inventiveness to accomplish the task at hand.
I want to begin with what I think is the most important factor: our respect for the individual. This is a simple concept, but in IBM it occupies a major portion of management time.
Look, you can take anything away from IBM ... but leave our people and this business will re-create itself overnight.
I don't like the word empowerment. I think the word we're really talking about is involvement ... We want everyone to have a say.
The point of work-out is to give people better jobs. When people see that their ideas count, their dignity is raised. Instead of feeling numb, like robots, they feel important.
Not everyone is capable of being a CEO. It means you don't get to pal around with all your employees and that you leave the sorority/fraternity approach to life behind, and you take on a role that is, in some respects, lonely.
You have to surround yourself with people you trust, and people that are good. But they also have to be people who will tell the emperor you have no clothes.
A few yes men may be born, but mostly they are made. Fear is a great breeder of them.
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