Travis Bradberry Quotes

The secret of successful managing is to keep the five guys who hate you away from the four guys who haven't made up their minds.

For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.

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

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

People aren't going to talk about it except me and that is communication and the visits I have personally had in our meetings with our store managers saying if you do these things you will be terminated, period.

More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee's success, empathize with those going through hard times, and challenge people, even when it hurts.

Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.

Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.

The key to good management is keeping the guys on your team who hate your guts away from the guys who haven't made up their minds.

One of the things that unfortunately happens in organizations that become dysfunctional is that the very first thing to go is the amount of care and attention that you place on the workplace and the environment within which people work.

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.

In the department of homeland security and each agency that's there there's a morale problem. It's a different morale problem in each one.

Never stop listening to people at all levels of the company. Be physically out and about so that you always have your finger on the pulse and know, at the ground level, the truth of how people are feeling.

Whether you're a founder, a leader, or an individual contributor, building a strong team is critical to your success.

People always get confused. They talk about coaches. The reality is, these coaches and managers that everybody thinks are in so much control, they work for us. They're our employees.

At City, I didn't realise how much we had to do until we got there. Here, I didn't need to change the staff because there is quality already. So they certainly don't need me getting in the way in training by trying to show I can still play. No way.

At the end of the day, especially in retail, you've got humans serving humans. And really, the more engaged and happier the associates are, the happier our guests are. It's not complicated.

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

I've got my own businesses I run every day and I like to think I'm a nurturer rather than a firer, but the reality is, if somebody continues not to succeed and do the right thing for the business they lose the job because they are affecting the livelihoods of others.

Onboarding starts with satisfying the most basic of Maslow's psychological needs: belonging. New hires shouldn't arrive to an empty cube and be forced to forage through corridors searching for a computer and the bare necessities of office life. A new hire isn't a surprise visitor from out of town. Plan for their arrival.

For a company the size of ECW, there wasn't room for multiple over-the-top personalities.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

Unless you work in HR, it's not your responsibility to necessarily police and monitor workplace conversation.

You look at the staff, the whole staff, from the security to the nutritionists, everybody. Everybody's happy. They want to be there. They look like they want to be in the UFC.

Happy employees build great products, and they take care of customers.