Appreciate Your Employees Quotes

How your business makes your customers feel has a direct correlation to how much money they are willing to spend with your business and the promptness with which they spend money with your business. You should make your customers feel welcome, make them feel appreciated, make them feel respected. And show customers that your business is valuable by ensuring that you and every employee treats the business with care and respect.

Don't miss work and never be late. Your boss will appreciate it, and he will reward you by shaking your hand in gratitude after he lays you off.

The only gold stars the CIA gives out are for death in the field, and then only to actual employees, not contracted assets. You get my appreciation.” She smiled. “You’ll get a gold star in a forgotten file when you die. It will have to wait for now, but I doubt it will wait for too long.” “With friends like you.” “All your friends fucked you over, Court. Face it, you are better off with a straight shooter like me managing you.

Here’s a theory: Maybe I had not really been broken this whole time. Maybe I had been a human—flawed and still growing but full of light nonetheless. All this time, I had received plenty of love, but I’d given it, too. Unbeknownst to me, I had been scattering goodness all around like fun-sized chocolates accidentally falling out of my purse as I moved through the world. Perhaps the only real thing that was broken was the image I had of myself—punishing and unfair, narrow and hypercritical. Perhaps what was really happening was that, along with all my flaws, I was a fucking wonder. And I continue to be a fucking wonder. A fun, dependable friend who will always call you back, cook for you, and fiercely defend your honor. A devoted sister and daughter who prioritises and appreciates family in ways less-traumatised people can never quite understand. A hardworking, capable employee who brings levity and mischievousness to the offices I inhabit. I am a person who is generous with her love, who is present in texts and calls and affirmations, because I know so intimately how powerful that love can be.

Doing things the right way, giving guys accolades for that. It’s important. In Burger King we used to call it taking a walk. Taking a walk means you get out of your office and walk around the restaurant. You walk outside and look for trash. Is the dining room clean? Are your employees dressed properly? Are they smiling? Are the lights on? We all need to take a walk more often. Just look around and say, ‘Is everything right? Is everything the way it should be? Are we giving ourselves the best chance to have success?’ And if we are, then what’s wrong with going up to that person that has that area cleaned up, and is focused, with a smile on their face, and saying, ‘Hey, I want you to know I appreciate it.’ If there’s one thing I learned as an owner, it’s that the players, people that work for you, they’re the ones that are going to make you successful.” Plank bought

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.

4. Give recognition and show appreciation. “The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do. Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. The way people want to receive recognition varies greatly: public vs. private, material vs. immaterial, from peers vs. from superiors, etc. Great managers test different approaches and observe reactions until they find the triggers that work best with each of their people. At MOM’s Organic Market, managers will sometimes publicly recognize employees who have performed well, but CEO Scott Nash has often found that one-on-one comments are most effective.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

For traditional employment, don’t pursue your passion. Find a company that appreciates its employees and will provide challenging work for equitable compensation. Make the rest of your life about pursuing your passions.

Study after study shows that employees leave organizations primarily because of poor relationships with managers, not because of pay, benefits, or other factors. How well you train, coach, empower, and support your people—and whether you show appreciation for the hard work they do each day in the trenches serving customers—makes all the difference not only in retaining your best employees, but also in creating memorable experiences for customers.

Employees are the only organization resource that can, with training, appreciate in value. All other resources depreciate.

The call to leadership excellence means you must now be awake to the reality that you are no longer your own, you are a blessing to society. In business, this will also mean value given to shareholders, customers, employees as well as society. This will take you, your family and your corporate base to appreciate that your leadership role and influence demands that they share you with other causes and stakeholders. As an effective person, you must be able to balance the demands on you and create the additional time that leadership at a higher level requires.

Express Your Appreciation To Your Employees. Do Not Think They Already Know, Cause They Don't

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Think of the times that others remembered your name and used it kindly. How did it make you feel? When you use someone’s name it makes him or her feel recognized, appreciated, and special.

One of the speaking programs I deliver is entitled, "Service with a Smile . . . How to Create a Sensational Customer Experience." Smiling is at the heart of my teaching because when employees smile while delivering service, it tells the guest/client/customer . . . You matter. You are important. We are glad you are here. We appreciate your business.

These qualities make a great impression on your boss, your teams, and your customers. You will be more respected, noticed, and appreciated in the process. As your own "CEO of Self," projecting this positive level of engagement furthers your own personal reputation and interests for healthy communication, networking, and positive first impressions. An added bonus is that YOU will receive great benefits from putting forth this type of effort. Whether it be self-esteem, new training, cooperation, experience, or a raise or bonus, the rewards are extensive and many.

Some will reveal how you interact with the world around you, where you direct your energy, how you make decisions, how you approach work, and how you tend to communicate. Others will reveal how you give and receive love and what it takes to feel appreciated.

Understanding Personality Styles Helps You: • Communicate more easily with others by understanding their perspectives. • Adapt your behavior to resonate with others. • Develop deeper levels of compassion, patience, and communication. • Deliver personalized customer service. • Build trust and rapport faster. • Nurture existing relationships. • Make more sales. • Feel more confident networking. • Realize that people behave the way they do for their reasons, not yours. • Appreciate the diversity of teammates, family members, friends, and work groups. • Unify your teams and get the best out of your people by focusing on their strengths, aligning their styles with their assigned positions, and knowing how to motivate and reward them.

Because your employee must first appreciate that you are on her wavelength and understand her thinking completely.

Maybe I had been a human—flawed and still growing but full of light nonetheless. All this time, I had received plenty of love, but I’d given it, too. Unbeknownst to me, I had been scattering goodness all around like fun-size chocolates accidentally falling out of my purse as I moved through the world. Perhaps the only real thing that was broken was the image I had of myself—punishing and unfair, narrow and hypercritical. Perhaps what was really happening was that, along with all of my flaws, I was a fucking wonder. And I continue to be a fucking wonder. A fun, dependable friend who will always call you back, cook for you, and fiercely defend your honor. A devoted sister and daughter who prioritizes and appreciates family in ways less-traumatized people can never quite understand. A hardworking, capable employee who brings levity and mischievousness to the offices I inhabit. I am a person who is generous with her love, who is present in texts and calls and affirmations, because I know so intimately how powerful that love can be.

Every great leader I served with understood the need to share the hardships with the men and women they led. Nothing gains the respect of the troops quicker than spending time on the factory floor, or in the trading room, the warehouse, the clinic, or the foxhole. The C-suite, the corner office, the front office, or the largest cubicle can trap you into believing that your place is above the people you serve. It is not. Wherever you sit as a leader, don’t sit for long. Get out of your office and spend time with the employees. This will give you an appreciation for the work they do, an understanding of the challenges they face, and insights into how to improve the business.

Through all of these steps, communicating clearly serves to synchronize the workforce from top to bottom. So, whether you are setting the vision, building the strategy, developing the plan, or inspecting the factory, always ensure you are communicating your goals, your expectations, and most importantly, your appreciation. The employees may or may not like the direction you have set for the organization, but they will always be grateful for knowing what you are thinking and where you are headed as a leader.

I’ve also trained employees and teams to pause and gaze in the middle of their days. We call these breaks “wonder interventions at work.” This particular wonder intervention is called Pause-Gaze-Praise. The idea is that when you are working and you notice your temples tightening, your eyesight narrowing, your body aching, and your mind spinning downward, you train yourself to pause. The employees and teams each learn to look away from what they’re busily doing—especially if they’ve been staring for hours at a screen—and instead gaze upon something ordinary right around them. A chair or paper clip suffice. They learn to let their eyes soften and simply receive the shape, hue, and design of the thing itself without thinking about the thing. Then they take a moment to appreciate what they gaze upon.

You do need to be visible. Your boss does need to like you. This is not proof of a heartless world; it’s just human nature. Hard work doesn’t pay off if your boss doesn’t know whom to reward for it. Would you expect a great product to sell with zero marketing? Probably not. So what’s a good balance? Every Friday send your boss an email summarizing your accomplishments for the week—nothing fancy, but quickly relating the good work you’re doing. You might think they know what you’re up to, but they’re busy. They have their own problems. They’ll appreciate it and begin to associate you with the good things they’re hearing (from you, of course). And when it’s time to negotiate for that raise (or to refresh your résumé), you can just review the emails for a reminder of why exactly you’re such a good employee.

Rewarding your team members is not about stuff. Its about connecting. It's about you making the effort to appreciate them with a small token. We connect through gestures.

small rewards encourage internal motivation because they are really a form of recognition rather than material gain, signaling that the corporation or boss appreciates the employee’s internal desire to improve and contribute.

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It’s about the emotion behind the recognition and going out of your way to appreciate employees in ways that they would never even consider.

Carlos is a very confident CEO. But he has a bad habit of verbalizing any and every internal monologue in his head. And he doesn’t fully appreciate that this habit becomes a make-or-break issue as people ascend the chain of command. A lowly clerk expressing an opinion doesn’t get people’s notice at a company. But when the CEO expresses that opinion, everyone jumps to attention. The higher up you go, the more your suggestions become orders. Carlos thinks he’s merely tossing an idea against the wall to see if it sticks. His employees think he’s giving them a direct command. Carlos thinks he’s running a democracy, with everyone allowed to voice their opinion. His employees think it’s a monarchy, with Carlos as king.

This leads us to a central tenet of tactical excellence: if your people aren’t executing well, it’s not their fault. It’s yours. Leaders of great companies have faith in the ability of ordinary people to perform extraordinarily well. They know that there are very few lazy, uncaring people and that, given the right environment, most people will deliver outstanding performance. Poor performance is usually the result of poor hiring decisions, poor training, lack of clear expectations, poor leadership, inadequate appreciation, poor job design, or some other failure of the company, not the employee.