John Kluge Quotes

I care very deeply about the people at Tesla. I feel like I have a great debt to the people of Tesla who are making the company successful.

The notion that employees and companies have a social contract with each other that goes beyond a paycheck has largely vanished in United States business.

We treat employees as a member of the family. If management take the risk of hiring them, we have to take the responsibility for them.

When your boss and colleagues care enough to invest in your health, it is good for you and the business.

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

Any good business is a hobby. We have an integrated company culture, and I can honestly say that many people who come here to work make Yandex a central part of their lives.

We need better corporate environments. We need better workplaces everywhere.

You can't buy the loyalty that ESPN has showed to me.

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

An organization, no matter how well designed, is only as good as the people who live and work in it.

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.

I don't think there's anything wrong with being paternalistic as a company. We are very paternalistic. We have a very good health plan - we take care of people.

You really want a company full of missionaries, not mercenaries.

I expect that our associates will walk with a little more bounce in their step and understand that this company is behind them and has respect for them.

Just the act of listening means more than you can imagine to most employees.

Sustainability includes how you run your business, and my bottom line includes how you treat your people. Sustainability starts with your staff.

We let folks know we're interested in them and that they're vital to us. cause they are.

If tomorrow all of America were to become paternalistic, we would beat the Japanese every day of the week. I think that the concept of accusing someone of running a paternalistic company, that's not an accusation. One should compliment someone on that.

The one thing that people don't get about GE is that, to the people who work here, it's not a company. It's not just a job. You feel like you're part of a 120-year-old ever-growing, ever-improving family.

I care about our employees more than anybody in my company. I care about my kids, too, but that doesn't mean I give them everything that they want.

I'm devoted to my family and my businesses.

What any manager will try to bring to a company first and foremost is an energy and commitment to the business. To try and really roll your sleeves up.

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?

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.

I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organization, and a strong organization starts with caring for their people.