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.
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.
You build a better company by building better people.
Certainly, we continue to bring in new people. We'll hire, net new, over 4,000 people this year, and attract great people into the company. I'm very bullish about the employee base and what it can accomplish.
The quickest way to grow the sales of your business is to grow your people.
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.
Roblox is all about inspiring and empowering people to learn, create and explore new ideas - that goes for both the experiences on our platform as well as for our employees.
You hire well and just make sure you have enough runway for everyone to grow in the company's success. It creates loyalty and opportunity, really.
It is important that you appreciate that the workplace must be a place of empowerment, but the empowerment must not only be connected to the job that you do.
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.
That is the culture at Deloitte: To make sure we are all maximizing the capabilities that we have.
As a leader, I believe it's important to have an open door with your staff. Those who want to learn and to grow in their careers will walk through that door and into your life. I encourage people to come and seek me out at 'Frontline' with good ideas, curiosity, and drive.
Our most important education system is in the employees' own organization.
Train everyone lavishly. You can't overspend on training.
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.
I really do believe in succession building and giving people experience for future leadership.
People should be hired "as is" and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.
If your business is to grow and prosper, as a leader, you need to focus on people development.
Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.
What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.
If you can help an employee get to that extra level of skill, you have a great executive.
An ideal organization is one in which each worker's potentialities find room for expression.
I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.
If you're a leader, your whole reason for living is to help human beings develop - to really develop people and make work a place that's energetic and exciting and a growth opportunity, whether you're running a Housekeeping Department or Google. I mean, this is not rocket science.
I want to be known as someone who develops individuals, not just companies.
