Jane Green Quotes

I think, in any workplace environment, the atmosphere trickles down from the top.

I have built my organization upon fear.

Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.

Culture is what happens when the CEO isn't in the room.

Microsoft's culture is very strong.

The culture or environment of a company starts from the top. The leadership. The leadership of a company sends a message to its employees of what is tolerated and what is not.

I think Tesla doesn't sound like it has a very collaborative culture.

I grew up in the IBM school of management.

A CEO's behavior has a huge impact on managers down the line.

You can tell a lot about a person by the people who work for them.

The way management treats associates is exactly how the associates will treat the customers.

Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.

Even a paranoid can have enemies.

Personal ambition is 'I want to be CEO.' Greater vision ambition is, 'I want to lead this company so that people want to work here.'

Anything that prevents you from being friendly, a good neighbour, is a terror tactic.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

They hate whom they fear.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

People leave their manager; they don't leave companies.

The prevailing system of management has crushed fun out of the workplace.

If the founder comes to work every day, and it's a struggle, that permeates the whole organization.

I don't have an office. I sit in a cubicle with everybody else. That's partly so no one can ask for an office, which in a fast-growing company isn't practical. But it's also so I can keep my finger on the pulse of how people are feeling.

The story about GE that hasn't been told is the value of an informal place. I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.

In talking to founder after founder; I've heard almost visceral reactions to working for companies, even very cool ones with great things to work on and lots of opportunity, like Facebook, Google, or consulting firms.

There is nothing like visiting a facility to get a sense of how companies work.