Good people hire people better than themselves. So A players hire A+ players. But others hire below their skills to make themselves look good. So B players hire C players. C players hire D players, etc.
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 know that recognition and intrinsic motivation are important to our success, but the key is finding ways to effectively operationalize them.
I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'
A company's employees are its greatest asset and your people are your product
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.
I look for something unique, and I look for people who haven't reached their potential. I think I'm pretty good at developing talent.
Hire people smarter than you are and encourage them to bloom.
Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.
You give me someone with the right personality, and I'll give you a bar manager in three weeks. You give me someone who has been a lousy bar manager for 30 years, and in three weeks, you'll still have a lousy bar manager.
When it comes to work, there is a fear factor around meritocracy. People are afraid of being openly judged. However, when you know what you are being measured against, it's empowering.
If performance management were a movie, it will become less 'Gladiator' and more 'Moneyball.'
Unless you invest in people, you are not going to see growth in the long term, the medium term, and maybe even the short term.
In a climate of tight budgets, reduced workforces and stiff competition, internal training can be a great substitute for costly offsite workshops and conferences.
When someone is made the head of an office in the Ogilvy & Mather chain, I send him a Matrioshka doll from Gorky. If he has the curiosity to open it, and keep opening it until he comes to the inside of the smallest doll, he finds this message: If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.
The responsibility of the company is to help the people, grow as people. If we can do that, then the company will grow as a company.
I always feel like if you have a smaller crew, you can not only get to know the individual strengths of people more specifically, but then, you also give them a longer runway to be able to apply the knowledge that they have learned to subsequent work.
When you're an engineer, you want to analyze things a lot. But if you believe that the most important data points are people, then you have to make conclusions in relatively short order. Because you want to push the people who are doing great. And you want to either develop the people who are not or, in a worst case, they need to be somewhere else.
The most important thing executives can do is send a very clear message to their employees that they care about each person's overall wellbeing and that they want to be a part of helping it improve over time.
Human resources are the most valuable assets the world has.
The most valuable of all capital is that invested in human beings
If you're thinking about your brand over your people, you've lost yourself.
Good leaders understand that they are stewards. They must find the best people they can, giving them the opportunity to join in the journey developing them, and encouraging them to reach their potential. But they must hold on to people lightly. Those who start with you seldom finish with you.
I try to hire good people and let them do their job and don't question how they do things.
Over the past several years, I've been more in a managerial role.
