Yemi Osinbajo Quotes

I always encourage employees to feel free to raise any issues that prevent them from getting good work done.

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.

I don't think there's anything wrong with being paternalistic as a company.

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

Sharing information with employees makes them feel invested.

Most organisations do not actively seek out input from their lower echelons.

Most companies don't have a good mechanism to give the CEO real, honest feedback.

I've learned that it's important to listen to employees at all levels, to engage them, to empower them. Whether you're a first-line supervisor or the head of an entire agency, you should be asking career staffers, 'What do you think?'

You gain a lot of insight from employees by listening to them.

Nearly every boss has said it. And just about every employee has heard it. Yet it's one of the most meaningless lines ever spoken in the office: 'My door is always open.'

We can't, nor should we try, to influence who our employees vote for, but facilitating their involvement in civic action is better for business, better for our people, and better for our government institutions.

In a world of dispersed authority, the battle for the truth will be won or lost with the employees.

Many strikes and similar disturbances might be avoided if the employers would cultivate the habit of getting nearer to their employees, of consulting and advising with them, and letting them feel that the interests of the two are the same.

The era of using people as production tools is coming to an end. Participation is infinitely more complex to practice than conventional corporate unilateralism, just as democracy is much more cumbersome than dictatorship. But there will be few companies that can afford to ignore either of them.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

The vision is really about empowering workers giving them all the information about what’s going on so they can do a lot more than they’ve done in the past.

Do too many executives still indulge in the short-sighted habit of issuing orders without taking the slightest pains to explain to those responsible for carrying them out the whyfor and wherefor of the orders? Where employees come in daily and hourly contact with the public, surely it is important that care be taken to fit them to reply intelligently to courteous questions. ""Because them are orders"" isn't a satisfying reply-even less satisfactory to the management than to the public.

Workers are not going to be fobbed off with a few shares...or by a carbon copy of the German system of co-determination.

My administration is committed to creating an unprecedented level of openness in government.

One of the most difficult things is to get truthful people. Nobody can manage well if they don't have a lot of mirrors around them that are honest, that tell them what they're doing is wrong or wrongheaded or misconceived. And in every large bureaucracy on earth, most people are afraid to tell the boss the truth.

Criticism- a big bite out of someone's back.

Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.

Who is to guard the guards themselves?

The acid test of politics is not what you say at the hustings, but what you actually do in government.

With all my employees, I listen to them, trust in them, believe in them, respect them and let them have a go! I never believe I know better than they do and have been fortunate over the years to build up a very strong management team whom I can trust and take advice from.