You need a manager that believes in you and shows that he believes in you by playing you.
I care very deeply about the people at Tesla. I feel like I have a great debt to the people of Tesla who are making the company successful.
I expect that our associates will walk with a little more bounce in their step and understand that this company is behind them and has respect for them.
I don't think there's anything wrong with being paternalistic as a company.
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.
Employee loyalty begins with employer loyalty. Your employees should know that if they do the job they were hired to do with a reasonable amount of competence and efficiency, you will support them.
The great secret of good management is to be more alert to prevent a man's going wrong than eager to punish him for it.
Going from Flip to Kev, obviously you don't want to see someone ever lose their job. For me it's probably a little more difficult, because other than Bill Blair, Flip is all I knew.
One of the beauties of working in Shondaland is that they make an effort to get to know who you are, so they're not giving you something that's going to be so far out of your comfort zone.
My job is to hire the best and brightest employees and empower them to do their best work. As a manager, I am not a mind reader nor an expert at every job function. Therefore, it is incumbent on all hires to feel empowered to tell me what resources they need to do their job.
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.
You are only as successful as the people who work for you want you to be.
At the end of the day, if I'm playing for a manager who I know cares about me, then I'm going to give more.
We take such good care of our employees. What I do is think about what I would want my employer to be like. We started helping our employees with every facet of their lives, and our HR problems went from A to Z in reverse.
At Eventbrite, we care about the whole you, not just the employee you.
On a personal level, I send out about 20 thank-you notes a day to staffers, on all levels. And every six weeks I have lunch with a group of a dozen or so employees, to get their perspective on the business, to address problems and to get feedback.
Remember one thing about ESPN: People can be critical of them sometimes for being a large corporation but nine years ago I had a stroke and I couldn't talk. That's the way I made my living. ESPN could've dumped me very easy, but they didn't. They helped me and presented me an opportunity to get back on the air.
I certainly feel appreciated at Chelsea.
I got criticized at Ohio State, and my boss took up for me. I got criticized at Iowa State at times, and my boss took up for me.
In my studio, I forbid people to work if they have a down day.
Everyone talks about building a relationship with your customer. I think you build one with your employees first.
I don't think there's anything wrong with being paternalistic as a company. We are very paternalistic. We have a very good health plan - we take care of people.
We let folks know we're interested in them and that they're vital to us. cause they are.
Do you have a real interest in people who work for you? Most good leaders have that - it's hard to get someone to follow you if they feel like you hate 'em.
I had a player once whose wife had twins and one of them was in and out of hospital for a year. You just have to give people as much time as they need.
