Michael Bloomberg Quotes

You cannot foster a collaborative environment when people's offices are completely locked, where you cannot even see the assistant because the offices are so big.

As our company has grown, how we configure and design our offices has been a crucial part of how we foster connection and collaboration throughout our teams.

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

As a company grows, communication becomes its biggest challenge.

About every other week, I sit down with all of our new Zynga hires and I talk to them for about 90 minutes, have an open Q&A. There is no formal presentation. I talk about our values, where they came from and why they are so important, and I ask them to challenge those values.

We've always operated on the thesis that a company can have a personality, that people can be themselves, and be very successful in business at the same time.

Our culture is the foundation for our company.

My goal is to create one of the greatest companies that's ever existed, and that has everything to do with the people, the culture, and what our core values are versus what we build or how we're perceived out in the market.

The office-as-playground trend was made famous by Google and has spread like an infection across the tech industry. Work can't just be work; work has to be fun.

We are a bottom-up culture, and we need a communications platform that can facilitate that.

I very purposely have an open communication culture, where I encourage employees to approach me with their ideas without dominating them.

Businesses increasingly have to differentiate themselves around their people, as much as their product, because thing are so replicable now.

The people inside the company are the people who define GE, not the people outside the company.

Netflix is famous for its corporate culture, which rightly emphasizes directness and personal responsibility.

Imagine going into an office and telling the staff that they have to follow your philosophy. Imagine the reaction you would get if you said that in any other walk of life. Why would I offer that to my players?

Beanbags and softball matches and a cool Twitter handle doesn't make young people want to work at your office.

If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with.

I like to have fun at work. It's okay if I don't. I've had that a few times. But generally, I'm someone who has a lot of fun at work, because I like my job. I think it's a fantastic job, at least that part of it is a fantastic job. And I like to have fun, and I personally feel that whether you're talking about the cast or the crew or the director or any combination thereof, that when people feel involved and comfortable and they feel like their work is being supported, that's the best environment to do good work.

CEOs the world over are fond of pointing to their workforce and saying "Our people are our greatest asset." And yet today, only two out of ten people think their assets are being well used at work.

Good customer service begins at the top. If your senior people don't get it, even the strongest links further down the line can become compromised.

The one thing I know through experience ... is that people don't know why they come to work until they don't have to come to work.

The more time I spend with our people, the more I find out about our business.

All good leaders listen to their people and empower them to go away and turn any innovative ideas they have into a reality.

Corporate strategy is usually only useful if you get people engaged with helping you to make it work.

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