Mark Pincus Quotes

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.

Most people work at keeping their job, rather than doing a good job. If you're the former, you're leading a meaningless life. If you're the latter, keep up the good work.

If you don't like or care about your job, what's the big deal?

The best morale exist when you never hear the word mentioned. When you hear a lot of talk about it, it's usually lousy.

At the end of the day, if I'm playing for a manager who I know cares about me, then I'm going to give more.

Every employee needs to know that there's somebody out there that they serve. And when we don't let people know that for one reason or another, we're depriving them of a fulfilling job.

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

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

There will always be people who think that money and benefits and even just having a job should be thanks enough. There are also those that think they do a great job without anyone having to thank them. But study after study has shown that no one is immune from the motivating effects of acknowledgement and thanks.

I joke that I stick with the job because it covers my insurance, but the reality is that my career has always been very important to me.

It's not so much what the job gives you, it's what you give to the job.

The more seriously you take your growth, the more seriously your people will take you.

Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.

Nobody wants a job where they don't have authority to go along with the responsibility. Quite the contrary. The more authority you give people, the better people you can attract, and the harder they're going to work, and the more loyal they are going to be.

It is a high bar to say that it's more fun than working on software because the work at Microsoft that both Melinda [Gates] and I did was thrilling. We were making breakthroughs and empowering people.

A boss wants to pay for results, an employee wants recognition for effort. If a boss recognizes effort, they will get even better results.

I like to get people fired up, fill them with zeal for McDonald's, and watch the results in their work.

Just as important, we need a new dedication to opening avenues for employee participation and motivation through profit-sharing and innovative programs of job enrichment.

Studies show that over 80 percent of Americans do not have their dream job. If more knew how to build organizations that inspire, we could live in a world in which that statistic was the reverse - a world in which over 80 percent of people loved their jobs. People who love going to work are more productive and more creative. They go home happier and have happier families. They treat their colleagues and clients and customers better. Inspired employees make for stronger companies and stronger economies.

Forget socialism, capitalism, just-in-time deliveries, salary surveys, and the rest ... concentrate on building organizations that accomplish that most difficult of all challenges: to make people look forward to coming to work in the morning.

Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people-motivating people to get the job done. You have to be people-centered.

Nothing can convince me that people are at one with their work unless they're joyous about it.

I never knew anybody who was unhappy with their job and was happy with their life. It's your sense of purpose. Now, some people can find it elsewhere. Some people can work a job and find it some place else.

I want to get paid for doing my job and whoever don't like it or whoever don't give me my just due then that's on them.

Maybe when people longed for a thing that bad the longing made them trust in anything that might give it to them.