There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
No company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.
Any company trying to compete...must figure out a way to engage the mind of every employee.
If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.
Ninety-nine point nine percent of all employees are in the pile because they don't think.
Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.
Every employee, not just the senior people, should know how a company is doing.
Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important.
Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.
Failing to differentiate among employees — and holding on to bottom-tier performers — is actually the cruelest form of management there is.
Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.
Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.
When employees underperform, a leader tells them so.
As leaders, we owe it to every employee to let them know where they stand in the organization.
As a leader, you have no right to have any employee wonder how they fit in and where they are going.
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