Workplace Engagement Quotes

The most important lesson I've learned is how rich and rewarding life is when one can engage in meaningful work, whether on the job or outside of work.

I enjoy my job, and I will help my state all I can.

Those three things - autonomy, complexity, and a connection between effort and reward - are, most people will agree, the three qualities that work has to have if it is to be satisfying.

[Our employees] do it not because we pay them more, but because they want to be part of something.

I always thought there were some people who were just destined to be disengaged in their jobs because that was their personality, and no matter how hard managers tried, there wasn't much they could do with some of those people.

I have to have a creative role; otherwise, I simply wouldn't come into work.

As soon as I saw myself beginning to be way too comfortable on a film set or TV set, and not stimulated by it the way that I had been that had brought me to want to be there professionally and creatively, was the moment that I started getting really, really sad. I decided, "Okay, I just want to actually be here, how can I make this be interesting for me?"

Instead of instilling fear, if a company offered a way for everyone in the business to dive within-to start expanding energy and intelligence-people would work overtime for free. They would be far more creative. And the company would just leap forward. This is the way it can be. It's not the way it is, but it could be that way so easily.

There is no better ballast for keeping the mind steady on its keel, and saving it from all risk of crankiness, than business.

This old notion that work is drudgery is nonsense. Most days, even back when Xerox was under siege, I could not wait to get to the office.

I've worked in an office. People are sitting down doing their stuff, or pretending to do their stuff, and they're bored. I've heard a car tire screech and 30 people went to the window. That was a piece of excitement in their day, that a car might have had to stop quickly, you know. You don't need dinosaurs, you know.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

I think I enjoy my job more now than I did when I started. When I started in 1996 on a national level, I was 27 and part of me was scared to death.

Over 90% of people go home at the end of the day feeling unfulfilled by their work, and I won't stop working until that statistic is reversed - until over 90% of people go home and can honestly say, 'I love what I do.'

The very first thing I tell every intern on the first day is that their internship exists solely on their resume. As far as I am concerned, they are a full-time member of my team. For all the negative stereotypes about millennials, you would be astounded by how hard they work when they believe their contribution matters.

I was thinking that work is like fertilizer in that I'm glad it exists; I just don't ever want to get stuck in it.

Companies can't offer every employee a vertical rise through the ranks, and some employees' careers will level off. Without the prospects of further advancement, how do you keep these people satisfied throughout what might now be a longer working life? By providing them with an increased level of autonomy.

Executives don't burn out and leave when they feel deep satisfaction. They don't create the human detritus that disgruntled managers do.

Millennials tend to appreciate regular feedback because they want to feel that their work matters and that they are making a difference in the workplace. As the youngest generation at most organizations, they also tend to be hungry for growth and development opportunities.

As a cohort, millennials are unique in their social consciousness, and they make decisions based on that awareness. Keep them engaged at work by showcasing a culture of paying it forward and tying the day-to-day into the larger purpose of the organization.

I want to do work that means something to me so that when I go to work at the theater eight times a week, I want to be there.

There's nothing like active employment, I suppose, to console the afflicted.

For most people, life would be boring without meaningful work.

I never think of this business as fun. I don't know why. I think I've actually said something about it being fun, but I don't think of it that way. It's not fun, doing it. It's joyful, it's passionate, it's rewarding, it's a pursuit of truth, but I don't think of it as fun. It's not a game.

The fundamental reality for every worker, from sweeper to executive vice-president, is the eight hours or so that he spends on the job. In our society of organizations, it is the job through which the great majority has access to achievement, to fulfillment, and to community.