David Droga Quotes

I'm happy to be with this organization, and I hope to retire as a Yankee.

Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.

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

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'

After 'Psychonauts,' we could have laid off half our team so that we'd have more money and time to sign 'Brutal Legend.' But doing so would have meant breaking up a team that had just learned how to work well together. And what message would that have sent to our employees? It would say that we're not loyal to them, and that we don't care.

If you don't let people flourish in their jobs, why are they going to stay?

Any good business is a hobby. We have an integrated company culture, and I can honestly say that many people who come here to work make Yandex a central part of their lives.

People talk about loyalty of players to clubs. But in the everyday world, you don't see people being loyal to their company when they're getting offered considerably better deals elsewhere.

You want to show your people that you value them, and you're not going to hurt them just to get a little more money in the short term. Not furloughing people breeds loyalty. It breeds a sense of security. It breeds a sense of trust.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.

The job at Everton was so good. I worked for a great chairman, great people at the club.

The great thing about David Poile and Nashville is they believe in the people that they hire and they stick with the people that they hire.

If you see your company culture as a family, you don't want to fire someone just because their short-term performance is not good. If you do, even the people on your team who are excellent performers will look at what's going on and say, 'Someday you might fire me too.' You'll lose everyone's trust.

Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

At the beginning it wasn't to do with the work, it was more the experience.

I'm a lucky person because the company keeps growing, and that means my team keeps growing.

I've always said that if you can get the best people who are good at what they do, but more importantly are passionate about what they do, you'll succeed.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

Executives must place a priority on wellbeing if they want to attract the right people, keep their best people, and drive their company's financial performance.

I was just glad to be going to work again.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

People may take a job for more money, but they often leave it for more recognition.

My mission is to become part of Time Inc. and push the business forward.