Denise Morrison Quotes

Millennials tend to appreciate regular feedback because they want to feel that their work matters and that they are making a difference in the workplace. As the youngest generation at most organizations, they also tend to be hungry for growth and development opportunities.

In over thirty years working in TV and movies, I've never had an exit interview or contributed to a 360 assessment.

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

Human resources are the most valuable assets the world has.

People change jobs much more often, and therefore, companies, on average, invest less in employee development.

The best way to build the best workforce is to focus on the largest talent pool you have.

The healthiest companies are always characterized by organic talent development.

It is important that you appreciate that the workplace must be a place of empowerment, but the empowerment must not only be connected to the job that you do.

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

No-one works for money alone and tapping into what people want from their careers and what they have to offer is essential.

And what I'm interested in is investing in people.

When you want a raise, you're not only going in saying: 'I want more money.' You're going in and saying: 'Here's what I want out of my career. Here's what I accomplished. Here's what I said I was going to do. Here's what I've done. Not only do I deserve more money, but I want to get to here on my career.'

I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'

I don't feel like my job is to be beloved.

Most employees only want to know how much they get paid and how much time off they get - they probably don't have the mission in their souls.

I stayed at Morgan Stanley for 27 years because it was fun. I kept learning.

Most writing staffs have this crazy high turnover, and then everyone's really miserable, and I don't understand that. I don't know why you don't grow people to then be able to take over as you. That's how I can have more shows.

I have a great job at a great company.

In most professions, if you stay at the office an extra four hours every day, you're gonna impress the boss. You're gonna get that promotion; you're gonna get that raise. You're gonna at least have job security. But with acting, if you're really ambitious and you have a good work ethic and are really good at your job, it might not really matter.

I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

I spent the first 18 years of my career at AT&T, and it was a wonderful place that kept me moving all the time. I mean, I started off as entry level a position as you can get at AT&T.

I enjoy my job. And I love the city of Chicago, and this organization - it gave me the start to my whole career.

I believe in giving people an opportunity to do their jobs.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.