Dido Harding Quotes

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.

I believe in pay for performance.

Why - because as a oil and gas small business owner - I know if someone is not doing their job, they should not get paid. Again leadership by example.

I don't think bonuses are always bad.

We try to reward people according to the value they create, value they create in society and for the company.

I do not think that anybody should get paid for lousy performance. I've said that for a long time. If you work hard and you do good, you get paid well.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

I'm much more comfortable in a meritocracy and in reward for good work as opposed to a political environment, where I feel like all of that can be confused.

Competition leads both drug companies and private regulators to be trustworthy. If they are not trustworthy, they die.

Incentive prizes work.

In baseball, you can hit 40 home runs on a single-A-league team and never get paid a thing. But in a hedge fund, you get paid on your batting average. So you go to the worst league you can find, where there's the least competition.

I believe in incentivizing people. If you can incentivize people in anything, whether it's in politics; in life; in spirituality; in business; just take care of folks. Incentivize them and all of a sudden it's amazing the difference that you'll see.

Most employees want to be involved in a successful business and most employees are happy for people running successful businesses to be paid a reasonable wage and a market rate for it, provided they understand the reason. What they hate most of all is pay for failure.

The basic idea that incentives can be used to motivate behavior is a powerful one. It works for employees, and it has a clear place in parenting, as anyone who has tried to potty-train a recalcitrant toddler with sticker rewards knows.

The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good. ... The effect is exactly the opposite of what the words promise.

They made a mistake. And it was an easy mistake to make. I don't regard setting incentives aggressively as a mistake. I think the mistake was, when the bad news came, they didn't recognize it directly. I don't think that impairs the future of Wells Fargo. They'll be better for it.

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.

I am one of the best, I should get paid like one of the best.

I understand that it's a business, but I feel like good business would be wanting to make a player who performed at a high level on your team happy and want to feel like he wanted to be kept and feel like they wanted him to play here forever.

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.

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.

The best Chipotle restaurant managers get the title 'restaurateur' and a $10,000 bonus for each person they hire who starts as crew and goes on to become a manager.

Don't ever be afraid to hire people that are smarter than you. Just because they are smarter than you doesn't mean they have to make more money.

You basically get what you reward. If you want to achieve the goals and reflect the values in your mission statement, then you need to align the reward system with these goals and values.

The only way to earn what you're really worth is to get paid based on your results.