Drew Goddard Quotes

As our company has grown, how we configure and design our offices has been a crucial part of how we foster connection and collaboration throughout our teams.

Our company has to be a company that enables its people.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

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.

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.

The employee relationships are important, investment in our people is important, and the ability to do work at multiple sites is important.

At Manhattan GMAT, I had done my best to create a positive work environment and culture, and I further believed in rewarding people financially at or above the market rate for a job well done.

When you read about the best places to work, it's never about salary; it's about catered lunches, the daycare - it's the cool stuff that matters.

Before I started a company, I was an employee with a bad attitude. I was always felt like, bosses are stupid, and people weren't well treated.

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 want a desirable place to work to attract and keep them here. So you try to create an environment for people to do their best work, and be generous on the benefit side.

The most valuable lesson I learned in dealing with the ups and downs was to invest in my employees - to do all I could for them when the times were good.

People don't do good work when they feel like losers and are second-class citizens within their own company.

Quality has always been the overriding factor for us. But you also have to have happy people working for you.

One of the best parts of working at 'O' is that people just love to send us stuff.

I've always been really internally focused. I tend to focus on hiring - ensuring that every person we hire is both a really good fit and really good - and also that everything we put out to our users is very high-quality.

I know what it's like and how hard my assistants work, and I try to treat them as fair as possible and make the office a fun environment.

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

Surely in a world of email, video conferencing and virtual assistants, isn't being expected to show up at the office extremely anachronistic? Yet to date it seems that where one works does matter. That creativity and innovation do feed off physical interactions between people.

All companies can benefit from fostering a more flexible environment (creating a place where the most talented, industrious, and entrepreneurial people want to work) and relinquishing hierarchical control to favor a results-oriented meritocracy.

The best way to have your people be happy and satisfied is to earn the right to have them come back to work for you the next day, knowing that there are tons of other places.

No matter what the figures are in the workplace in terms of wages, you either feel a valued member of your staff, or you don't.

For a startup to overcome obstacles and succeed, it must foster limitless thinking. By hiring students into their first career job, you get to set their framework for how a company functions and instill them with your values for your company's culture.

We always have so much fun in the office.