Patrick Lencioni Quotes

I never wanted Ford to be a place, like the tobacco industry, where our employees were not proud of coming to work for us. I felt there was a danger of that, should we be marginalized as a major polluter.

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

The value of an aware is inextricably linked to the character of the organization presenting it.

The number one way to get trust back is to pay your employees well and get them to speak well about the company.

The employer generally gets the employees he deserves.

Take time to appreciate employees and they will reciprocate in a thousand ways.

I emphasize to C.E.O.s, you have to have a story in the minds of the employees. It's hard to memorize objectives, but it's easy to remember a story.

If people feel like the boss doesn't respect them, they don't stretch for the boss.

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.

At the end of the day, especially in retail, you've got humans serving humans. And really, the more engaged and happier the associates are, the happier our guests are. It's not complicated.

Happy employees build great products, and they take care of customers.

If your employees are not happy, nothing else at your company will go well.

The people inside the company are the people who define GE, not the people outside the company.

We do not talk enough about spirit in business, yet it is what moves employees, customers, and shareholders alike.

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.

I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech.

Technical problems can be remediated. A dishonest corporate culture is much harder to fix.

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

There's a dance happening on both sides of the table. Individuals are giving their personal and career values a lot more weight when it comes to finding a company that aligns with both. At the same time, companies are becoming a lot more transparent about their core values as an organization and the types of people they want to attract.

Employers who recognize the importance of investing in their workforce have a more productive workforce, a more efficient workforce, a more loyal workforce, less turnover, and, in the private sector, more profitable.

If the only reason people are coming in and doing anything in your office is because you're giving them a paycheck, I'm not sure you have the most productive workplace there.

I think Amazon is a place where people don't want to work.

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.

At my company, we have 300 employees spread across offices all over the world, and I send them all a voicemail each morning with a message from me about why our work is important and a reminder about one of our values. I call myself our company's 'chief spiritual officer.'