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…respect is unconditional; it does not derive from what the employee does but what he is – a human being.

…if a distinction between employees is simply puffery for those in higher echelons – that is, is not being made because of a business need – consider junking it.

A critical condition for employee enthusiasm is a clear, credible, and inspiring organizational purpose; in effect; it’s a ‘reason for being’ that translates for workers into a ‘reason for being there.’

Ironically, seeing employees strictly in economic terms is a long-term economic disadvantage for a company because it loses out on the extra performance that people who are enthusiastic about a purpose will give.

…with fewer controls comes great employee commitment and enthusiasm, which, in turn and in the manner of a virtuous cycle, requires fewer controls to operate effectively.

…receiving training – continual training – ranked at or near the top in every country in what employees say they want from their job.

In addition to performing well and having their skills used, employees want to feel that what they do makes a difference, especially to their organization and to the organization’s customers.

…employees [need feedback], not just form the ‘numbers,’ but from a manager capable of interpreting the numbers and conveying their meaning.

…committing to employees in fundamental respects pays off big time over the long term.

In a hierarchy every employee tends to rise to his level of incompetence.