An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally responsible for helping the organization adapt and change.
Sentiment: NEGATIVE
Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
I can't take responsibility for everyone's employment.
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
People are too keen to follow standard preconceptions of how organisations should work. All too often, we feel that we are unable to make changes and so hope that someone, somewhere in your organisation knows what we are doing and what the overall aim is.
Those who have the power and should be the most responsible are often the least responsible.
Research shows that the climate of an organization influences an individual's contribution far more than the individual himself.
I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.
There's this idea that somebody's job could be more important than somebody else's, and to me, that's not true.
You have to be responsible when you're running an organization, and firing people who are your friends is part of that responsibility.
In a hierarchy, every employee tends to rise to his level of incompetence.