Diane Nelson Quotes

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.

I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.

I'm 43. I'm not ready to sit down in a chair with my name on it yet.

Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.

I tell people in their careers, 'Look for growth. Look for the teams that are growing quickly. Look for the companies that are doing well. Look for a place where you feel that you can have a lot of impact.'

Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved.

Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

There have not been any troughs as regards my work. There's never been a trough of my assurance.

Work is valued by the social value of the worker.

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'

I am very fortunate to have a career. I always have to act. I don't know if I'll have a career to support it for the rest of my life, but I know I'll always act.

Research indicates that employees have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.

A career is a journey. I've been fortunate enough to work and be very successful over three decades, but I haven't achieved nearly what I want to achieve yet.

I'm sure some people have an absolute grasp of where they are in their careers. I just don't think about it that much.

I'm lucky to be in a profession where you can keep getting better.

I don't believe in careers. I believe in work. I'm not interested in some 'big picture that would be really good for me'.

I enjoyed the promotion with K9 on my introduction day.

One of the first big agencies that represented me, my point person there - this was over 10 years ago, so it's no one who I work with now or have worked with recently - but he told me that I was too ambitious.

I do believe that at Microsoft in general good work is rewarded, and I have seen it many times here.

A great leader should make it clear to her team members that as a matter of culture, her job is to replace herself. A new hire should know from the outset that she will ultimately have to bring in new talent to replace herself so that she can personally better herself and achieve loftier goals.

Like each and every year I got to think that way, anyway. I got to think about the next person trying to come in and take my job, so I got to continue to... work hard and prove myself.

It's always good to have more promotions, give more fighters work.

If you over-deliver and prove yourself to be an asset to the company, you will be rewarded as a result.