Sam Walton 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.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

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.

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

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

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

We treat the management-to-workforce relationship as very important and will continue to invest in that relationship.

We do all we can to proactively think about employees, how to care about them.

We invest very heavily in the employees. We get the return, and the employee gets the return if they stay with us for a while. So, we focus on people that will commit to us for the long run.

I can't tell you how many thousands of small moments that I've had with employees in our company that have been nothing more than a one-on-one. I'll see the baggage-services person, he or she is by himself. I'll pull them off to the side and have a 15-minute conversation about their history, their life, that kind of thing.

We take such good care of our employees. What I do is think about what I would want my employer to be like. We started helping our employees with every facet of their lives, and our HR problems went from A to Z in reverse.

Everybody understands that you're supposed to say 'our employees are our most valuable asset' to the point where, even if it's really true, they're not going to really trust you until you've earned that - same with customers.

We want to take care of our employees, because they take care of our family.

Do you have a real interest in people who work for you? Most good leaders have that - it's hard to get someone to follow you if they feel like you hate 'em.

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

As an HR Manager, you don't have to build a top-down perks program. You decide how much you want to invest in your employees, and then you give your employees the control to build a custom perk package for themselves.

Google has been doing well. As much as possible we're trying to share back with the employees. They will continue to create a lot of value.

I certainly feel appreciated at Chelsea.

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

I first learned of the value of employee stock ownership plans while representing Louisiana's 3rd congressional district, home of employee-owned Acadian Ambulance.

I understand that it's a business, but I feel like good business would be wanting to make a player who performed at a high level on your team happy and want to feel like he wanted to be kept and feel like they wanted him to play here forever.

Bottom line: If you can't spare some time to give your employees the chance to wow you, you'll never get the best from them.

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.

Wal-Mart is an amazing success story. What I particularly admire very much about the late Sam Walton was his policy of valuing his employees. Giving value to employees is very rare in the retail industry. I also admire the strategies Walton used to build up his discount store concept.

When I understand myself, I understand you, and out of that understanding comes love.