Mary Kay Ash Quotes

I have a foundational belief that business results start with culture and your people.

People are definitely a company's greatest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.

Just about anyone can make a good product, but it's the people that count. In the end, it's the employees who will take it from a kitchen-table idea to the next level. There are a lot of important things in business, but the people portion comes first.

Human resources are the most valuable assets the world has.

Personnel is policy.

Our company has to be a company that enables its people.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

When your boss and colleagues care enough to invest in your health, it is good for you and the business.

An organization, no matter how well designed, is only as good as the people who live and work in it.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

We just want to have great people working for us.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

A company's employees are its greatest asset and your people are your product

The healthiest companies are always characterized by organic talent development.

Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

Our industry has invested so much money in technology that perhaps it's time to invest in talent, in people.

Many founders hire just because it seems like a cool thing to do, and people always ask how many employees you have.

I've always been really internally focused. I tend to focus on hiring - ensuring that every person we hire is both a really good fit and really good - and also that everything we put out to our users is very high-quality.

Any good business is a hobby. We have an integrated company culture, and I can honestly say that many people who come here to work make Yandex a central part of their lives.

I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

Investing in management means building communication systems, business processes, feedback, and routines that let you scale the business and team as efficiently as possible.