Glen Mazzara Quotes

The most valuable lesson I learned in dealing with the ups and downs was to invest in my employees - to do all I could for them when the times were good.

The basic principle which I believe has contributed more than any other to the building of our business as it is today, is the ownership of our company by the people employed in it.

Treat employees like partners, and they act like partners.

Since the earliest days of Eventbrite, we've made our people core to our mission. Our culture is an ever-evolving manifestation of those on our team. As people join, we believe in earning their trust by demonstrating we'll embrace them and help them grow.

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

Most CEOs walk around the office like we own the place, without realizing that the place itself isn't worth owning: a business's value comes from the people who walk out the door every night, who have to decide each morning whether to walk back in. One of the simplest things you can do as a leader is honor their choice and appreciate their work.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.

We would rather have our employees running our business.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

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

After 'Psychonauts,' we could have laid off half our team so that we'd have more money and time to sign 'Brutal Legend.' But doing so would have meant breaking up a team that had just learned how to work well together. And what message would that have sent to our employees? It would say that we're not loyal to them, and that we don't care.

I'll take fifty percent efficiency to get one hundred percent loyalty.

Internal marketing is probably much more important than external marketing. That's even more true today than it's ever been.

As an HR Manager, you don't have to build a top-down perks program. You decide how much you want to invest in your employees, and then you give your employees the control to build a custom perk package for themselves.

The way I would measure leadership is this: of the people that are working with me, how many wake up in the morning thinking that the company is theirs?

If the only reason people are coming in and doing anything in your office is because you're giving them a paycheck, I'm not sure you have the most productive workplace there.

As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

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

When leaders throughout an organization take an active, genuine interest in the people they manage, when they invest real time to understand employees at a fundamental level, they create a climate for greater morale, loyalty, and, yes, growth.

Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.

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

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.

If you're thinking about your brand over your people, you've lost yourself.