Jay Samit Quotes

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

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

We treat the management-to-workforce relationship as very important and will continue to invest in that relationship.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

The way management treats associates is exactly how the associates will treat the customers.

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.

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.

If your employees are not happy, nothing else at your company will go well.

I can't tell you how many thousands of small moments that I've had with employees in our company that have been nothing more than a one-on-one. I'll see the baggage-services person, he or she is by himself. I'll pull them off to the side and have a 15-minute conversation about their history, their life, that kind of thing.

We take such good care of our employees. What I do is think about what I would want my employer to be like. We started helping our employees with every facet of their lives, and our HR problems went from A to Z in reverse.

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

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.

Understanding your employee's perspective can go a long way towards increasing productivity and happiness.

You can employ men and hire hands to work for you, but you must win their hearts to have them work with you.

The employer generally gets the employees he deserves.

If you believe, as I do, that your employees truly are your most valuable asset, you will do whatever you can to help them do their jobs as well as possible.

What you can't buy is the loyalty that comes through our dedicated crewmembers.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

The most important thing executives can do is send a very clear message to their employees that they care about each person's overall wellbeing and that they want to be a part of helping it improve over time.

On a personal level, I send out about 20 thank-you notes a day to staffers, on all levels. And every six weeks I have lunch with a group of a dozen or so employees, to get their perspective on the business, to address problems and to get feedback.

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

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.

We just want to have great people working for us.

It's unfortunate that you don't see the loyalty from management to players and players to management like we used to see in the old days.