|
|
The Enthusiastic Employee:
…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.
|
206 |
|
|
The Enthusiastic Employee:
Both function… and psychology… dictate that few restrictions be placed on the flow of information to the workforce.
|
209 |
|
|
The Enthusiastic Employee:
Providing assurance that the company is run honestly is a particularly important matter for all of a company’s stakeholders who rely on accurate business information for their own decisions.
|
209 |
|
|
The Enthusiastic Employee:
A workforce appreciates an executive who lacks pretense and pomposity.
|
211 |
|
|
The Enthusiastic Employee:
People want to feel good about what they do and for whom they do it, and, assuming equity needs are reasonably satisfied, pride a major driver of performance and commitment.
|
213 |
|
|
The Enthusiastic Employee:
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 |
|
|
The Enthusiastic Employee:
It is difficult to exaggerate the importance to most people of being part of something they can be proud of and care about.
|
215 |
|
|
The Enthusiastic Employee:
It is also difficult to be loyal to an organization that stands for nothing but making money.
|
216 |
|
|
The Enthusiastic Employee:
People want to work for an organization that does well but also does good.
|
216 |
|
|
The Enthusiastic Employee:
…it is difficult to produce excellent long-term financial results without providing value to customers, or to succeed for long with unethical business practices.
|
216 |
