At the height of the first great dot-com boom, Craig Kanarick, then in his early 30s, was running Razorfish, a Web design firm he'd co-founded with an old friend, which at its peak had 2,300 employees in nine countries.
There is a very deep conviction in the heart of the people who work in al-Jazeera that if it changes its editorial line, it will very quickly lose its audience. Al-Jazeera has its own style; it has more than 3,500 employees, and I don't think anyone will have the attitude of changing it because they will lose.
Companies are accustomed to dismissing employees for misuse of computers at work.
I have people say, 'I'll come to work for you for free,' and I tell my employees they have to compete with that.
You spend money on Internet connection for your employees. Why not spend money on the energy that fuels their brains?
If you go around the kitchen and ask my employees what they want to be doing in three to five years, most of them, if they're being honest, will tell you that they don't want to be working for me. They want to have their own place. And I think that's great.
Half of my employees are women.
On two or three book tours, I have visited bookstores in the Mall of America and signed copies of my books and introduced myself to store employees who I hope will sell them.
How do leaders serve their people? They may pay good wages and treat employees with respect.
The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.
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.
Large companies cannot finance political parties as their shareholders and employees have different political views.
You have nothing coming into a major metropolitan area to relocate or locate your business and employees. And you can go across the country and you'll see that.
We can't, nor should we try, to influence who our employees vote for, but facilitating their involvement in civic action is better for business, better for our people, and better for our government institutions.
The American people depend on these federal employees to process, investigate, and adjudicate applications for immigration rights and benefits in a timely and thorough manner.
Our people are excited about building solutions, and it's rewarding to see how much fun Netscape employees have doing something they think is relevant and important.
Just the act of listening means more than you can imagine to most employees.
Companies do not commit crimes; only their agents do. And while a company might get the benefit of some such crimes, prosecuting the company would inevitably punish, directly or indirectly, the many employees and shareholders who were totally innocent.
If there is evidence that an employee has broken the law, caused harm to veterans, or have violated the public trust, they should be terminated immediately. Instead, due to overly cumbersome and lengthy arbitrations as well as extensive bureaucratic red tape, VA has not been able to remove employees as quickly as we would have liked.
Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.
These days, government employees are better off in almost every area: pay, benefits, time off, and security, on top of working fewer hours. They can thrive even in a down economy.
I am also committed to providing city employees with housing assistance.
The employees who share innovative ideas may also be the folks who have some hidden talents that would help incorporate their suggestions.
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.
One thing I would like to see in Vancouver and Canada is something similar to the PayPal mafia. They were all early employees of PayPal. They all had monster exits with PayPal, and they were able to take their winnings and form a syndicate that co-invests.
It is important that we win back the trust of employees first, then customers.
At lunchtime, our kitchen was like a mini restaurant: my grandmother and mother had to cook for as many as 25 people - extended family plus 10 employees. We ate a lot of cabbage and a lot of potatoes.
You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.
Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
Work/life benefits allow companies meaningful ways for responding to their employees' needs; they can be a powerful tool for transforming a workforce and driving a business' success.
When you are in business for a long time, you go through good times and bad times. When you go through bad times, you learn to control costs, satisfy customers better, satisfy employees better and become more transparent. Therefore, you build character in the company.
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.
The idea of investing in the positivity of employees is often low down on companies' priority lists.
The fashion industry is often charged with having kept its blinders on as one Seventh Avenue company after another lost employees to AIDS. Consumers, it was feared, would shun the racks of designers whose names were associated with the disease. And to stand up against AIDS would, in many minds, confirm the business's stereotypical image.
In some cases, managers and employees have secured pensions beyond their original base salary. It is wrong, the people doing it know it's wrong, and we have to put an end to it.
The Justice Department needs to investigate how Goldman Sachs was able to steer things in such a manner through their former employees in the Bush administration, so that in the end Goldman's competitors have disappeared and Goldman is left standing.
