Eric Yuan Quotes

As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.

My belief is that a positive culture works best because people want to meet or exceed expectations, not demands.

Creating a flexible working culture is about trust. How much can your employees rely on each other to get the job done without the benefit of supervision?

I think many businesses will allow their employees to work from home. The main challenge here is how to make sure Zoom will give a better and safer experience to users than compared to that in an office environment.

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

Meetings, clearly, can take place anywhere, and wouldn't it be nice to see your coworkers lounging on the grass with their shoes off?

A true leader has to have a genuine open-door policy so that his people are not afraid to approach him for any reason.

The best remote companies I've seen do almost everything online, via email and telephone. But they also get together face to face on a regular basis.

Surely in a world of email, video conferencing and virtual assistants, isn't being expected to show up at the office extremely anachronistic? Yet to date it seems that where one works does matter. That creativity and innovation do feed off physical interactions between people.

An approachable and authentic CEO is essential to fostering a high-performance, open communications culture.

My idea is bring in good people and then get out of their way.

As our company has grown, how we configure and design our offices has been a crucial part of how we foster connection and collaboration throughout our teams.

It may be irrational, but if you're local, the client often feels that, if worse comes to worst, they can knock on your door. They 'know where you live.' But when you're remote, they're going to be more suspicious when phone calls go unreturned or emails keep getting 'lost.' Stay on top of communications, and you'll reap the benefits.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.

On the simplest level, telecommuting makes it harder for people to have the kinds of informal interactions that are crucial to the way knowledge moves through an organization. The role that hallway chat plays in driving new ideas has become a cliche of business writing, but that doesn't make it less true.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

That's how you get a performance - they put trust in you.

It used to be presumed that if you weren't at your desk working, you weren't working, But we said, 'Why can't we make a workplace where casual meetings are as important as working at your desk?' Sometimes that's where your better creative work happens.

The relationship between a client must be 'we.'

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.

If the players don't trust the coach, it is a problem, and vice versa.

I think trust is primarily built through relationships, and it's important because it's the foundational currency that a leader has with his team or his followers.

I find that when you open the door toward openness and transparency, a lot of people will follow you through.

I make my relationships at work.