John Badham Quotes

An employee's motivation is a direct result of the sum of interactions with his or her manager.

If employees need to stay late in order to curry favor with the boss, what motivation do they have to get work done during normal business hours? After all, they can put in the requisite 'face time' whether they are surfing the Internet or analyzing customer data.

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.

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.

When you hire good people, and you provide good jobs and good wages and a career, good things are going to happen.

I strongly believe that you can't win in the marketplace unless you win first in the workplace. If you don't have a winning culture inside, it's hard to compete in the very tough world outside.

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

The worst mistake a boss can make is not to say 'well done'.

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.

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

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.

Take time to appreciate employees and they will reciprocate in a thousand ways.

If you hire good people, give them good jobs, and pay them good wages, generally something good is going to happen.

Isn't it ironic that pay, perks, and benefits all cost your company at the bottom line, but authentic recognition, especially when it's most unexpected, costs very little and gives the most impressive return on investment?

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

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.

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

Treat employees like partners, and they act like partners.

The Bay Area definitely knows the pain of competing for, and retaining, top talent. Offering interesting perks has become a necessity, not a nice-to-have.

We know that recognition and intrinsic motivation are important to our success, but the key is finding ways to effectively operationalize them.

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.

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.

If people are not tied to the work from a mission-driven focus, I don't think you're going to motivate them.

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