 |
Enthusiasm is not a recipe for perpetual bliss or automatic success, and it has little in common with ‘contentment.’
|
77 |
 |
…employee enthusiasm decreases in most companies after the first 6 to 12 months of Employers.
|
78 |
 |
…management that encourages teamwork achieves higher performance because… teamwork elevates the ‘spirit’ – the motivation, the enthusiasm – of employees.
|
88 |
 |
…if an organization seeks to have enthusiastic workers, it must understand that those employees cannot be treated as fungible objects.
|
95 |
 |
…leveling with employees, when combined with clearly genuine efforts to maintain security to the extent possible… is a precondition for workforce enthusiasm…
|
113 |
 |
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.’
|
215 |
 |
Enthusiasm about one’s company requires a company with purpose, especially in relation to its customers. And it requires principles.
|
219 |
 |
The companies that generate employee enthusiasm are those that go beyond… and, in effect, act as true advocates for their stakeholders’ interests.
|
235 |
 |
…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.
|
277 |
 |
There is no such thing as an enthusiastic workforce in an excessively layered organization.
|
277 |
