Reid Hoffman Quotes

In crisis times, it's actually not more difficult to motivate your staff, because everyone gets much more focused on how they control their own economic destiny.

Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.

If you want a successful business, your people must feel that you are working for them - not that they are working for you.

Bishops need to resist the defensiveness that institutions often fall back on in crisis moments.

A single person doesn't change an organization, but culture and good people do.

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

Since I'm a professional communicator, I think I instinctively cling to doing what I do best, even in times of crisis and turmoil.

Obviously, people in the media speak a lot when things aren't going right, but we as players do communicate with each other. Maybe it doesn't come across as being loud on the pitch - and you don't see it as much - but we do speak when things aren't going as well as planned.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

I try to hire good people and let them do their job and don't question how they do things.

I'm a leader at the restaurant. If I do this, the people at the restaurant will try to do better. I believe in that, and that's the way it is.

You hire well and just make sure you have enough runway for everyone to grow in the company's success. It creates loyalty and opportunity, really.

Have very frequent talks with employees because they are your best allies.

My theory on an existing crisis is that you have to be very strategic about each case's unique elements. If a crisis involves a legal component, you need a communication strategy that complements the company's legal objective. A strategy for a plea deal is different than a case going to trial.

NASA trains you to assess emergency situations and react in a way to keep yourself and everyone else safe.

Collaborative decision-making is very poor in crises.

At United, everyone is there because they want to be there.

With a crisis as complex as coronavirus, multiple government agencies and departments are involved in responding. There needs to be one qualified and experienced person who will make sure every relevant cabinet secretary, agency director and policy advisor are on the same page - day in and day out.

If there's a secret to New Line, it's the people here.

Having a higher purpose is more than just about profits. You actually end up making more profits in the long run because employees really are a lot more engaged and customers see the higher purpose in the company.

The more seriously you take your growth, the more seriously your people will take you.

Any company trying to compete...must figure out a way to engage the mind of every employee.

Instead of instilling fear, if a company offered a way for everyone in the business to dive within-to start expanding energy and intelligence-people would work overtime for free. They would be far more creative. And the company would just leap forward. This is the way it can be. It's not the way it is, but it could be that way so easily.

Evaluate. Long experience had taught me to evaluate and assess. When the unexpected gets dumped on you, don’t waste time. Don’t figure out how or why it happened. Don’t recriminate. Don’t figure out whose fault it is. Don’t work out how to avoid the same mistake next time. All of that you do later. If you survive.

I was watching a documentary that during the Bay of Pigs crisis JFK had about two weeks before anybody reported on it. Imagine that. I think it's fair to say that if something like that happens under a current president, they've got to figure out in about an hour what their response is.