 |
We’re learning that the profit motive, potent though it is, can be an insufficient impetus for both individuals and organizations.
|
134 |
 |
If people chase profit goals, reach those goals, and still don’t feel any better about their lives, one response is to increase the size and scope of the goals – to seek more money or greater outside validation.
|
143 |
 |
The profit motive has been an important fuel for achievement. But it’s not the only motive. And it’s not the most important one.
|
144 |
 |
Over the long haul, you put profits in the bank by putting the customer first, and there’s a direct analogy with negotiation: We greatly enhance our opportunity for a successful deal by putting the adversary first in our mission and purpose.
|
81 |
 |
…the opportunity to speak exists everywhere, paid or unpaid. It’s fun, it can be profitable, and there’s no better way to get yourself known…
|
116 |
 |
We’ve rediscovered that the real key to profit is working well with other people.
|
291 |
 |
In businesses where a higher proportion of employees report that their immediate bosses care about them, employee satisfaction, retention, and productivity are higher, and so is profitability.
|
18 |
 |
In most relationships, the first transaction is not profitable; all the money is in the lifetime relationship.
|
185 |
 |
No talent or experience is too small to profit from. What skills are you downplaying that others might admire and want to learn from?
|
037 |
 |
A strong culture and the ability to fund its own existence (also known as profitability) is how a company actually stays in the game for the long term.
|
058 |
