Harvey Mackay Quotes

Many Chinese companies are run like military camps with military discipline. We do not run a company that way. It does not help the creative process.

I don't have an office. I sit in a cubicle with everybody else. That's partly so no one can ask for an office, which in a fast-growing company isn't practical. But it's also so I can keep my finger on the pulse of how people are feeling.

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

The truth is always the strongest argument.

The proof of a theory is in its reasoning, not in its sponsorship. The proof of a theory is in its reasoning, not in its sponsorship.

Logic can become enormously difficult, and it would undoubtedly be well to produce more assurance in its use.

Culture is what happens when the CEO isn't in the room.

The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products.

There is nothing like visiting a facility to get a sense of how companies work.

Microsoft's culture is very strong.

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 have a terrific team, and our managers are terrific managers, but we have made it too complicated for them and too complicated in a way that they just can't do an excellent job in many cases when it comes to the customer experience.

The people inside the company, generally two to three levels down, they know best what's wrong and how to fix it. It's just that their voices aren't being heard. I listen for words, tonality, and language.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

A new 'look' for any organization cannot be a papier-mache cover, tacked on with Scotch tape under the heading of 'beautification.' It has to be based on a probing examination of the company and the people who work for it. As a result, the eventual external visual design becomes the graphic extension of the internal realities of a company.

When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation.

Unfortunately, as you hire more people, the casual, informal 'do what it takes' culture, which worked so well at less than 40 people, becomes chaotic and less effective.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

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.'

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

At a well-run company, good ideas are embraced no matter where they come from.

If you're thinking about your brand over your people, you've lost yourself.

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

Our superpower is our fierce commitment to creating a positive place to work and play. Our employees have the tools and the mandate to chase big game changing ideas.