 |
To be a true leader, to engender deep trust and loyalty, starts with telling the truth.
|
187 |
 |
…[extrinsic rewards], when used as a primary means of incentivizing behavior in a work environment, can’t and don’t breed trust, loyalty or commitment.
|
253 |
 |
This is why we are willing to change jobs in the first place; we feel no loyalty to a company whose leaders offer us no sense of belonging or reason to stay beyond money and benefits.
|
33 |
 |
…when human beings… are put in an environment for which we were designed. We stay. We remain loyal. We help each other do our work with pride and passion.
|
74 |
 |
When you show your employees the simplest of gratitude and genuinely… make your employee’s family part of the company, you will have some of the most loyal employees.
|
028 |
 |
A leader who is not loyal to their trusted associates, those about and those who work with them, cannot for long maintain their leadership.
|
060 |
 |
Lack of loyalty is one of the major causes of failure in every walk of life.
|
060 |
 |
Build a management team and offer them a long-term incentive plan that rewards their personal performance and loyalty.
|
149 |
 |
The performance impact is clear: the less people feel valued and appreciated, the less engaged, loyal, and productive they tend to be.
|
142 |
 |
A harsh leader begets not just fear but also resentment, and those feelings are likely to influence people’s performance and their loyalty in the long run.
|
163 |
