Paige Craig Quotes

When you're managing a large number of people, you learn that incentives matter tremendously. You really want people to be rewarded for doing the right thing for the customers and the organization.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

We would rather have our employees running our business.

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.

If you believe, as I do, that your employees truly are your most valuable asset, you will do whatever you can to help them do their jobs as well as possible.

We know that recognition and intrinsic motivation are important to our success, but the key is finding ways to effectively operationalize them.

Bottom line: If you can't spare some time to give your employees the chance to wow you, you'll never get the best from them.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

Your company is a product. Who are its customers? Your employees, who use it to do their jobs.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

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

Wal-Mart hires average people but squeezes above average performance and results out of them.

The employer generally gets the employees he deserves.

The players make the manager, it's never the other way.

The Bay Area definitely knows the pain of competing for, and retaining, top talent. Offering interesting perks has become a necessity, not a nice-to-have.

You are only as successful as the people who work for you want you to be.

The first day, week and month of an employee's experience carries a lasting impression.

Most people in an organization try very hard to do what the leadership wants them to do. That places a tremendous responsibility on leaders.

If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.

What really makes your business is your workers - their commitment, their knowledge, how you train them, how you treat them. They have to make the entity a winning entity.

When leaders throughout an organization take an active, genuine interest in the people they manage, when they invest real time to understand employees at a fundamental level, they create a climate for greater morale, loyalty, and, yes, growth.

I can't tell you how many thousands of small moments that I've had with employees in our company that have been nothing more than a one-on-one. I'll see the baggage-services person, he or she is by himself. I'll pull them off to the side and have a 15-minute conversation about their history, their life, that kind of thing.

Have very frequent talks with employees because they are your best allies.

The best way to build the best workforce is to focus on the largest talent pool you have.