Matt Mullenweg Quotes

When you start to prioritize hiring likable people within your organization, these likable people will attract other likable people.

Your biggest challenge will be building a great team.

Whenever someone leaves, the next person that gets pulled in is somebody with similar values.

It's so important for startups to get their culture right at the start. They need to feel unique and that they are on their own important mission in the world.

I have a foundational belief that business results start with culture and your people.

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

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.

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.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

Sharing information with employees makes them feel invested.

I enjoyed the promotion with K9 on my introduction day.

The first day, week and month of an employee's experience carries a lasting impression.

As CEO, I had a standing 30-minute meeting every Monday to greet and connect with new hires.

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.

About every other week, I sit down with all of our new Zynga hires and I talk to them for about 90 minutes, have an open Q&A. There is no formal presentation. I talk about our values, where they came from and why they are so important, and I ask them to challenge those values.

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

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.

Onboarding starts with satisfying the most basic of Maslow's psychological needs: belonging. New hires shouldn't arrive to an empty cube and be forced to forage through corridors searching for a computer and the bare necessities of office life. A new hire isn't a surprise visitor from out of town. Plan for their arrival.

I think the most important thing is not only do you want to build a roster, but you also want to establish a culture within any given organization.

Raising capital is not the toughest part. The toughest part is building a great team and making sure it's growing with the company.

Building a great team is the lifeblood of any startup, and finding great talent is one of the hardest and costliest tasks any CEO will ever face.

Pay attention to your culture and your hires from the very beginning.

Really great people rarely leave a healthy organization.

Acquiring and keeping good people is a leader's most important task.

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