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.
There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.
Everybody understands that you're supposed to say 'our employees are our most valuable asset' to the point where, even if it's really true, they're not going to really trust you until you've earned that - same with customers.
All of my employees have passion, the philosophy of caring about the customer as an individual customer.
Wal-Mart is an amazing success story. What I particularly admire very much about the late Sam Walton was his policy of valuing his employees. Giving value to employees is very rare in the retail industry. I also admire the strategies Walton used to build up his discount store concept.
In Indian companies, people aren't too worried about the pace of growth as long as you're setting up a business which will survive for years.
You've got to understand, people are motivated by fun. And they should be.
Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.
Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.
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.
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.
Hiring people is like making friends. Pick good ones, and they'll enrich your life. Make bad choices, and they'll bring you down.
It is much easier to hire your 20th person than your 1st.
We just want to have great people working for us.
I am somewhat surprised to have employees.
I'm told by our internal surveys that we take of customers - by customers themselves directly and by a very large group of our employees - that there's a new spirit at United.
Most companies are very quick to hire and slow to fire, when really it should be the other way around.
You can never have enough talent.
Employers crave the power to fire workers whose performance is judged inferior-not just to get rid of those particular workers, but more importantly to motivate and discipline the rest of the workforce.
I have the best agents in the world.
The notion that employees and companies have a social contract with each other that goes beyond a paycheck has largely vanished in United States business.
People leave their manager; they don't leave companies.
As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.
There's a dance happening on both sides of the table. Individuals are giving their personal and career values a lot more weight when it comes to finding a company that aligns with both. At the same time, companies are becoming a lot more transparent about their core values as an organization and the types of people they want to attract.
