Richard Branson Quotes

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.

People don't value strongly enough how much time they spend in the office. Imagine you could work with people you love - wouldn't work be great and staff turnover be lower? And your productivity higher?

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.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

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

I want a desirable place to work to attract and keep them here. So you try to create an environment for people to do their best work, and be generous on the benefit side.

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'

If you don't let people flourish in their jobs, why are they going to stay?

One of the joys of working with boys is that you get your pay as you go along. You can observe the results of your leadership daily... Such satisfaction cannot be purchased at any price; it must be earned.

Hire the best people, and trust what you hired them to do.

If you ever catch a great boss, it's just such a rare thing, and it's amazing.

People leave their manager; they don't leave companies.

I think I've got the best staff in television.

As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.

At the risk of being glib, I would say if you really want to make America great again, you have to make work cool again.

Our employees chose SK on belief that they will be happier working here and that the company will make the society happier.

I value my staff and I believe in hiring people who are smarter than myself.

The job at Everton was so good. I worked for a great chairman, great people at the club.

You look at the staff, the whole staff, from the security to the nutritionists, everybody. Everybody's happy. They want to be there. They look like they want to be in the UFC.

The biggest thing I learned at Wisconsin was, it's all who you work for, not where you work or what level.

I love my business. I love my employees.

Where people work and their environment is becoming more and more important, especially for millennials.

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.

The best way to build the best workforce is to focus on the largest talent pool you have.