Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.
From Anne M. Mulcahy
I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs.
When you have that window of opportunity called a crisis, move as quickly as you can, get as much done as you can. There's a momentum for change that's very compelling.
Whenever an earthquake or tsunami takes thousands of innocent lives, a shocked world talks of little else. I'll never forget the wrenching days I spent in Haiti last year for Save the Children just weeks after the earthquake.
If we could muster the same determination and sense of responsibility that saves a country like Japan - or a company like Xerox - then investing to save women and children who are dying in the developing world would be very good business.
Whenever an earthquake or tsunami takes thousands of innocent lives, a shocked world talks of little else.
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
Something as simple as better breastfeeding could save a million children a year.
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.
Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.
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