Margaret J. Wheatley Quotes

It's hard to explain to people how, if you're really capable of providing the right professional work environment, it allows you to get more personal.

When you hire good people, and you provide good jobs and good wages and a career, good things are going to happen.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

Bad leaders believe that they have to project control at all times.

You try to get the most out of the talent. Make 'em work and let 'em play.

As a designer, design director or any creative person, you have to hire great people, support them and make them feel comfortable so they can contribute and give you their best.

I've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

Even as an 18-year-old, I had to grow comfortable with my leadership style, which is that I was really impatient with under-motivated people - extremely impatient, to the point where I was counterproductive as a manager of underproductive people. And that hasn't really changed. If people need to be motivated, I'm no good.

Star performers are my favorite to manage and lead. Star performers are critical to any organization, and the key is how can you capture their heart-share and their mind-share when they're on this fast track.

If you don't let people flourish in their jobs, why are they going to stay?

How do you make people do the best work? You make them feel comfortable, so you can feel comfortable - and then you can have a really good ballgame!

If you hire good people, give them good jobs, and pay them good wages, generally something good is going to happen.

I try to hire people I don't have to motivate. But I do motivate the people working with and for me.

Hire the best people, and trust what you hired them to do.

More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee's success, empathize with those going through hard times, and challenge people, even when it hurts.

I try to motivate people and align our individual incentives with organizational incentives. And then let people do their best.

We have leadership—there's just no followership.

The manager's function is not to make people work, but to make it possible for people to work.

As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.

There is power in helping people get excited about what they do and inspiring and motivating them to unleash their full potential.

An empowered and enriched workforce is the backbone of a company's success framework.

The task of the leaders must be to provide or create for them a strong framework within which they can learn, work hard, be productive and be rewarded accordingly. And this is not easy to achieve.

And here's what management is: motivating people and putting them in places where they can succeed.

The thing I enjoy the most about being the head coach is that I get to create the climate. I get to control the environment everybody comes to work in every day, and I'm very in tune to the chemistry, the morale of my staff, my support staff, my secretaries, the guy cleaning the building, the players, the walk-ons.

The first thing is to hang on to everybody who is talented, who is entrepreneurial, who wants to make an impact and a change and start attracting ones.