Lidia Bastianich Quotes

Taking care of your employees is extremely important and very, very visible.

Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.

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.

Employers who recognize the importance of investing in their workforce have a more productive workforce, a more efficient workforce, a more loyal workforce, less turnover, and, in the private sector, more profitable.

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.

The number one way to get trust back is to pay your employees well and get them to speak well about the company.

It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.

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

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

The most valuable lesson I learned in dealing with the ups and downs was to invest in my employees - to do all I could for them when the times were good.

The employer generally gets the employees he deserves.

The way management treats associates is exactly how the associates will treat the customers.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

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.

It stands to reason: Higher wages means higher loyalty and morale, which means higher productivity, which means a more profitable business.

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.

I think Amazon is a place where people don't want to work.

I've been asked a number of times what was my proudest accomplishment when I was still very active in the day-to-day affairs of Southwest Airlines. I always said job security for our people.

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

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.

Since the earliest days of Eventbrite, we've made our people core to our mission. Our culture is an ever-evolving manifestation of those on our team. As people join, we believe in earning their trust by demonstrating we'll embrace them and help them grow.

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.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.