Richard Branson Quotes

The cost of praising someone is nil - but every psychological study shows the payoff is huge.

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.

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.

It's amazing that this is still news to people, but that affects the final outcome of the film. When people are treated well, and they're made to feel valued, they give 110 percent.

The worst mistake a boss can make is not to say 'well done'.

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

My Christian Louboutins are also one of the secrets to my not-for-profit success. Here's why - and it's something that everyone who manages employees, whether in a for-profit business or a not-for-profit, should keep in mind: A little extravagance goes a long way.

I don’t allow my staff to criticize each other…. Evan Rosalyn … She knows that nothing can make me madder then for her to criticize staff.

You need to tell people where they stand. If someone's done a good job, you should tell them they've done damn well. But if they haven't, you should take the same attitude.

There will always be people who think that money and benefits and even just having a job should be thanks enough. There are also those that think they do a great job without anyone having to thank them. But study after study has shown that no one is immune from the motivating effects of acknowledgement and thanks.

An employee's motivation is a direct result of the sum of interactions with his or her manager.

So as an amateur Olympic competitor I loved criticism, because it made me better. But now as a professional I don't really know how to channel it or where to take it, so I don't take it quite as well.

The simple act of paying positive attention to people has a great deal to do with productivity.

I always want to have a personal relationship with everybody that works for me.

For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.

You're much better off creating positive rewards, complimenting people for acting correctly, rather than punishing them when they act incorrectly.

In one's relationship with dogs and with a newsroom, a generous amount of praise and encouragement goes much better than criticism.

Once employees feel challenged, invigorated and productive, their efforts will naturally translate into profit and growth for the organisation.

Employees who report receiving recognition and praise within the last seven days show increased productivity, get higher scores from customers, and have better safety records. They're just more engaged at work.

The idea of investing in the positivity of employees is often low down on companies' priority lists.

I'm not a tough boss in that I don't raise my voice, I don't freak out, and I don't have a temper most of the time.

All I've ever tried to do is get the best out of people and to bring a bit of humour into it. Unlike, say, 'The X-Factor,' which may be great TV, but has no humour at all.

Doling out punishment constantly [to civil servants] would only cause them to have a mentality of 'the less one does, the fewer mistakes one makes’.

You've got to change incentives for good behavior as opposed to just disincentivizing bad behavior.

The decision to use recognition as an on-the-spot bonus instead of merely pay increases is a fascinating one, because pay increases can create new mental anchors for how much the person feels happy earning, whereas the social recognition program is ongoing, unexpected, and harder to form a mental anchor around.