Treat Your Employees Well Quotes

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I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
This means, a woman might think, that the law will treat her fairly in employment disputes if only she does her part, looks pretty, and dresses femininely. She would be dangerously wrong, though. Let’s look at an American working woman standing in front of her wardrobe, and imagine the disembodied voice of legal counsel advising her on each choice as she takes it out on its hanger. “Feminine, then,” she asks, “in reaction to the Craft decision?” “You’d be asking for it. In 1986, Mechelle Vinson filed a sex discrimination case in the District of Columbia against her employer, the Meritor Savings Bank, on the grounds that her boss had sexually harassed her, subjecting her to fondling, exposure, and rape. Vinson was young and ‘beautiful’ and carefully dressed. The district court ruled that her appearance counted against her: Testimony about her ‘provocative’ dress could be heard to decide whether her harassment was ‘welcome.’” “Did she dress provocatively?” “As her counsel put it in exasperation, ‘Mechelle Vinson wore clothes.’ Her beauty in her clothes was admitted as evidence to prove that she welcomed rape from her employer.” “Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.
Naomi Wolf (The Beauty Myth)
Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.
Marilyn Pincus (Managing Difficult People: A Survival Guide For Handling Any Employee)
Therefore, if you treat your tenants as employees, this means you are their employer or their boss. And yes, the boss has responsibilities as well.
Mike Butler (Landlording on AutoPilot: A Simple, No-Brainer System for Higher Profits, Less Work and More Fun (Do It All from Your Smartphone or Tablet!))
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Arun (Prachin Bharat Ka Prachann Itihas)
treat chat like a sauna—stay a while but then get out . . . it’s unhealthy to stay too long.” Alternatively, we might schedule a team meeting on group chat so that everyone is on at the same time. When used this way, it can be a great way to reduce in-person meetings. It’s telling that the CEO of a group-chat company advises limiting the use of its product. And yet, many organizations that use these services encourage employees to lurk in the group-chat sauna all day long. This is a corrosive practice that individuals can’t always change on their own. We’ll tackle dysfunctional company culture later in the book.
Nir Eyal (Indistractable: How to Control Your Attention and Choose Your Life)
Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.
Julie Zhuo (The Making of a Manager: What to Do When Everyone Looks to You)
The meeting was cordial, though, as Levoisier had guessed, he had fallen a few notches in the pecking order and he was treated as such. Letting their snobbish attitude go, he pressed on. “I suggest that you and I meet on the ground once we are settled,” he said to them. “Oh, really? Now why is that?” asked Aldrich. “I have some information I’m sure will interest you and your future plans.” Detrick was not in the best control of himself after their computer controlled fall through the thin atmosphere. “Of course we’ll meet you. We are staying at the Bradbury in the New Settlements. “Ambassador, I’m afraid they won’t let you stay there. Mr. Aldrich, yes, but not you.” Levoisier informed him. “What do you mean, won’t let me?! I’m the Ambassador from the United States!” barked Detrick. “I’m afraid he’s right, Conan, they won’t serve your type there. You’ll have to stay in the NASA dormitories.” Aldrich chuckled. “I’m sorry Ambassador, but I’m afraid you don’t understand the mood toward government employees on the Frontier,” said Levoisier. Detrick shouted, “I’m not a government employee, I’m the goddamned American Ambassador!” Malcolm Aldrich III looked at Detrick and said, “Conan, just look to see who signs your paycheck – I mean your official paycheck.
Michael James Scharen (Sol is Not Lost)
That a third of all employees want to leave their jobs but don’t tells us two things. One, it says that an uncomfortably high number of people would rather be working somewhere else, and two, that they see no other option to improve how they feel about their jobs beyond quitting. There is an alternative route, however. One much simpler and potentially more effective, and it doesn’t require us to quit our jobs. Quite the contrary. It requires that we stay. But that doesn’t mean we can get away with doing nothing. We will still need to change the way we do things when we show up at work. It will require us to turn some of our focus away from ourselves to give more attention to those to the left of us and those to the right of us. Like the Spartans, we will have to learn that our strength will come not from the sharpness of our spears but from our willingness to offer others the protection of our shields. Some say a weak job market or bad economy is the reason to stick it out, in which case leaders of companies should want to treat their people better during hard times to prevent a mass exodus as soon as things improve. And in a good economy, leaders of companies should also want to treat their people well so that their people will stop at nothing to help the company manage when the hard times return (which, inevitably, they will). The best companies almost always make it through hard times because the people rally to make sure they do. In other words, from a strictly business standpoint, treating people well in any economy is more cost effective than not. Too many leaders are managing organizations in a way that is costing them money, hurting performance and damaging people’s health. And if that’s not enough to convince us that something has to change, then perhaps our love for our children will. A study by two researchers at the Graduate School of Social Work at Boston College found that a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families. Working late does not negatively affect our children, but rather, how we feel at work does. Parents may feel guilty, and their children may miss them, but late nights at the office or frequent business trips are not likely the problem. Net-net, if you don’t like your work, for your kids’ sake, don’t go home.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
Here are some examples of behaviors that show integrity: -Follow all rules that are set for you and the ones you are expecting your team to follow -Follow through on promises -If you can't follow through on a commitment, let the person know why -Own and admit mistakes -Address sub-par performance in a timely manner (in yourself and others) -Recognize outstanding behavior in a timely manner -Hold all employees to the same standards -Treat everyone fairly, with a high level of respect -Communicate in a clear and respectful manner -Do not gossip or spread rumors--stop them if you hear them -Never place blame on others for something you did -Keep confidential information confidential--do not betray someone's trust -Deal with problems head-on--avoid trying to circumvent or using back channels -Be an advocate for respectful communication and treatment and address unacceptable behavior immediately -Provide facts--do not speculate without all of the information -Be a team player -Avoid getting dragged into company politics -Speak well about your co-workers and company and if you have concrete concerns, address through proper channels
Matt Heller (All Clear: A Practical Guide for First Time Leaders and the People who Support Them)
Pay as much attention to how these people treat others, especially people from whom they need nothing, as to how they treat you. Watch, for example, how your prospective friends treat waiters and waitresses. Do they treat them as inferiors to be ordered around or with politeness and generosity? A person’s employees or the janitor where the person works can often tell you more about an individual’s character better in ten minutes than do the person’s acquaintances of many years. People always treat others decently when they want something from them – for example, friendship, sex, money, marriage. That someone treats you well may therefore reveal nothing about that person’s character and therefore give no indication about how that individual will treat you later, under other circumstances.
Dennis Prager (Happiness Is a Serious Problem: A Human Nature Repair Manual)
Don’t ever ask an employee to do something you wouldn’t be willing to do yourself. Did I clean the office myself? Yes, I sure did. Your employees aren’t your servants; they’re your employees. Treat them well, and they’ll work hard for you because they respect you. Don’t be that fuckwit boss who makes the employees’ lives hell. There’s nothing strong and powerful about that. If you do that, you’re just a tool.
Tan France (Naturally Tan)
Ignore “Google” As one of the best known companies in the world and because it’s often cited as a pioneer in adopting OKRs, Google is always held as a benchmark in content and methodology for OKRs. Our suggestion is that you ignore any reference to Google in implementing your OKRs. First of all, things that work for Google might not necessarily work for your company. Second, our empirical research with more than 20 Google employees has shown that there’s no homogeneous format for OKRs within the company, or between departments (e.g., how sales or product treats the subject) or across geographies (e.g., how Brazil, the US, and Europe address the issue). We’ve even found that four of those people that dind’t even know what OKRs were, and many who used OKRs as a high-level task list, which it’s NOT. Some official Google resources on OKRs, such as their human resources website, re:Work, explain the methodology simplistically and give out terrible OKR examples (one suggested Objective is “Eat 5 Pies”). Finally, don’t learn about management from companies that don’t really need to be well-managed. Google is a money minting machine because of its Adwords advertising business, and it really doesn’t matter if it has a strategy or not, or how well it executes it: Cash will keep pouring in. For execution lessons, look at tougher businesses, like retail and manufacturing. That’s where management really can make or break a company.
Francisco S. Homem De Mello (OKRs, From Mission to Metrics: How Objectives and Key Results Can Help Your Company Achieve Great Things)