Simon Sinek Quotes

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

The way I would measure leadership is this: of the people that are working with me, how many wake up in the morning thinking that the company is theirs?

I've been asked a number of times what was my proudest accomplishment when I was still very active in the day-to-day affairs of Southwest Airlines. I always said job security for our people.

Loyal employees in any company create loyal customers, who in turn create happy shareholders.

The most valuable lesson I learned in dealing with the ups and downs was to invest in my employees - to do all I could for them when the times were good.

Quality has always been the overriding factor for us. But you also have to have happy people working for you.

Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

Chick-fil-A is what it is today because of its people, purpose and product.

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.

Since the earliest days of Eventbrite, we've made our people core to our mission. Our culture is an ever-evolving manifestation of those on our team. As people join, we believe in earning their trust by demonstrating we'll embrace them and help them grow.

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.

Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.

You have to treat your employees like your customers. When you treat them right they will treat your outside customers right.

Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.

If you look after your staff, they'll look after your customers. It's that simple.

Your people come first, and if you treat them right, they'll treat the customers right.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

You can employ men and hire hands to work for you, but you must win their hearts to have them work with you.

The basic principle which I believe has contributed more than any other to the building of our business as it is today, is the ownership of our company by the people employed in it.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

The employer generally gets the employees he deserves.

The way management treats associates is exactly how the associates will treat the customers.