Ceo Appreciation Quotes

When employees feel they're loved and appreciated by the company and by other employees, they tend to be more productive.

People leave companies for two reasons. One, they don't feel appreciated. And two, they don't get along with their boss.

We think it's important to have a company culture where employees feel loved, valued, and appreciated.

Neither religion nor race mattered to me, but communication did. If you were willing to be my friend and accept my deafness, I didn't care if you were white, black, Catholic, Jewish, Swahili, or whatever. I didn't care if you worked as a CEO or passed your time handing out flowers at the airport. If you can communicate, you're my friend. This is a great example of how I feel that my deafness has helped me grow spiritually - I could appreciate my interaction with anyone, and just be happy we could get along rather than get bogged down on whatever groups or religions they belonged to. Really, human interaction is a blessing; it is such a waste to discriminate.

Its important to acknowledge inter-dependence in economic ecosystems. But I think it's also important to emphasize inter-value-adding. So in addition to acknowledging our need for each other, we should also emphasize the ways that we add value to each other. The former promotes necessary appreciation for others. And the latter promotes necessary sense of self worth. And that's a good balance.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

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.

Although once upon a time meditation was considered something that only monks or hippies did, it’s starting to gain more mainstream acceptance. Many doctors, CEOs, celebrities, and politicians now appreciate the powerful impact meditation has on their mental, physical, and spiritual health. Research shows that meditation alters your brain waves, and over time, your brain physically changes. Studies have shown that regions of the brain associated with learning, memory, and emotion regulation actually begin to thicken after just a few months of meditation. Meditation

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.

A private wealth-management firm always invited the wife of one of the company's executives to events. Everyone knew that she would be the first to say hello, to offer a hand, or to help someone find a seat. "She always acted as if she were greeting people in her own home," said the event manager. "She was better than most of our salespeople." Be first. Take the initiative. People appreciate it when you make the effort.

Company To Experiment With Valuing Employees 148 words SAN DIEGO—Cautioning that the initiative was being instituted on a trial basis only, Forrest Logistics CEO Wayne Gartner announced Thursday that the company had recently begun experimenting with valuing its employees. “For the next three months, we’ll be treating our workers as skilled professionals we appreciate having on our staff instead of as disposable laborers whose morale could not matter less to us,” said Gartner, telling reporters that during this provisional period, management would be assessing the long-term viability of constructively addressing employee concerns and creating an overall positive work environment. “This is completely new to us, obviously, but that’s why we’re just testing it out. If need be, we can go back to essentially telling our workers that they’re lucky we hired them in the first place.” At press time, the initiative had been canceled after estimates revealed it would cost the company upwards of $2,500 annually.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women around us to do the same.

When I was young in my career, an established entrepreneurial CEO who had sold a couple of businesses told me, “The number one job of a CEO in a growing business is to keep the business capitalized.” I didn’t really appreciate the idea when he told me that; I thought it was a distortion of focus. But I’ve come to realize that while that may not be the most rewarding job, or even the most value-added job a CEO can do, without doing it, effectively everything else ceases to exist. After years of leading a company—and knowing the struggles of other CEOs—I find something insightful about what he was saying. All business impact starts with sufficient capital

The sea doesn’t feel fear and danger, how long and how fast the rain falls.” “I try not to fight; however, I stay right, realizing insight.” “The hope is such a candle and light that prevents the darkness of despair.” “The sea does not require to be recognized and neither falls into the rivers, nor it hinders, falling the rivers into it. Similarly, intellectuals, geniuses, and the sea of wisdom figures do not need and look for applause and appreciation, but they are naturally and automatically honoured by those who feel and understand their wisdom and thoughts.” “It doesn’t bother me whether you are a male or a female if you stay civilized. Remember, crossing the limits and over-clearness do not work here. I hope you will take a dose of knowledge before you humiliate yourself.” “Why should I stay on Twitter if it restricts my voice? It is a Question for Twitter since one year ago, my writing and view approached significant impressions, whereas now only a few impacts exist. Is it not an attack on freedom of the press and speech?” “Money-monger means Elon Musk, CEO of Twitter, and such ones who put everything at risk, enjoying their life with/from working-class earnings.” The Deadly Silence *** I never became attractive, For anyone’s eyes I cried a lot At home and journey I am such a candle flame Which is about to turn off, You will find nothing In a dark house I have borne the journey, With constant pain My life stayed At a loss and worthless Carrying the burden of insight, Wisdom and courage What would I try When the deadly silence of destiny That has become my destination. --- “A candle cannot beat the Sun, nor the drops of rain defeat the Sea.

Adam Back, the CEO of Blockstream and whose development of Hashcash in the 1990s was cited by Satoshi Nakamoto in the Bitcoin white paper, had this to say about Bitcoin trade-offs in a 2021 interview: There’s something unusual about Bitcoin. So, in 2013 I spent about 4 months of my spare time trying to find any way to appreciably improve Bitcoin, you know, across scalability, decentralization, privacy, fungibility, making it easier for people to mine on small devices… a bunch of metrics that I considered to be metrics of improvement. And so I looked at lots of different changing parameters, changing design, changing network, changing cryptography, and, you know, I came up with lots of different ideas — some of which have been proposed by other people since. But, basically to my surprise, it seemed that almost anything you did that arguably improved it in one way, made it worse in multiple other ways. It made it more complicated, used more bandwidth, made some other aspect of the system objectively worse. And so I came to think about it that Bitcoin kind of exists in a narrow pocket of design space. You know, the design space of all possible designs is an enormous search space, right, and counterintuitively it seems you can’t significantly improve it. And bear in mind I come from a background where I have a PhD in distributed systems, and spent most of my career working on large scale internet systems for startups and big companies and security protocols, and that sort of thing, so I feel like I have a reasonable chance — if anybody does — of incrementally improving something of this nature. And basically I gave it a shot and concluded, ‘Wow there is literally, basically nothing. Literally everything you do makes it worse.’ Which was not what I was expecting.344

Michael often saw things that other people didn’t see, and then he demanded that they be made better. That was the source of so much of his and the company’s success, and I had immense respect for Michael’s tendency to sweat the details. It showed how much he cared, and it made a difference. He understood that “great” is often a collection of very small things, and he helped me appreciate that even more deeply.

and if I had a strength, it was my ability to urge creative people to do their best work and take chances, while also helping them rebound from failure. It’s always a collective effort, but my years running Entertainment gave me a new appreciation for what it takes to get a group of talented people to produce at the highest level.

Great,” I say appreciatively. CEOs usually don’t bother with me, instead sending me to deal directly with their teams. I usually spend a few months on each project, and there were instances I never met the CEOs. “Did you fly here directly out of Sydney?” Logan asks, referring to my last

goes smoothly,” Sebastian offers. “Great,” I say appreciatively. CEOs usually don’t bother with me, instead sending me to deal directly with their teams. I usually spend a few months on each project, and there were instances I never met the CEOs. “Did you fly here directly

John Wooden, the legendary basketball coach, says you aren’t a failure until you start to blame. What he means is that you can still be in the process of learning from your mistakes until you deny them. When Enron, the energy giant, failed—toppled by a culture of arrogance—whose fault was it? Not mine, insisted Jeffrey Skilling, the CEO and resident genius. It was the world’s fault. The world did not appreciate what Enron was trying to do. What about the Justice Department’s investigation into massive corporate deception? A “witch hunt.

And when receiving appreciation, there is only one correct response: “Thank you.” Do not feign humility by downplaying the act with statements like “It was nothing, anyone could have done it.” No. The person is trying to make you feel appreciated. Anything other than “thank you” will rob them of their goal.

once gave him a tour of a hotel in Orlando called “Art of Animation.” It’s a huge hotel, three thousand rooms, priced more affordably than many of our hotels. I was proud of its quality for the price, and when Steve came down for a board retreat shortly after it opened, I took him to see it. We walked into the hotel, and Steve looked around and proclaimed, “This is crap. You’re not faking anybody.” “Steve,” I said, “this is for people who want to come to Disney World with their kids and can’t afford to spend hundreds of dollars a night on a room. It’s ninety bucks, and it’s a decent, nice, clean, pleasant place.” “I don’t get it,” he barked. Most people would have appreciated the quality and the care we’d taken to design it, but Steve wasn’t most people. He was looking at it through his own lens. “It’s not for you,” I said. “I’m sorry that I showed it to you.” I was a little mad at his snobbery, but I also knew that was just who he was. He built things of the highest quality, not necessarily affordable to all, but he never sacrificed quality in order to attain affordability. I never showed him anything like that again.

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.