Follow the path of the unsafe, independent thinker. Expose your ideas to the danger of controversy. Speak your mind and fear less the label of "crackpot" than the stigma of conformity.
Thomas J. WatsonRead
Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?
Interpretation
Mistakes are learning opportunities, and firing someone who has been invested in can squander that growth.
In this quote, Thomas J. Watson emphasizes the importance of valuing the investment made in training an employee, even when they make costly mistakes. Instead of viewing the error solely in monetary terms, he suggests that such experiences provide invaluable lessons that contribute to an employee's development and future contributions to the organization.
In practice
During a leadership training session to illustrate the value of employee development.
Follow the path of the unsafe, independent thinker. Expose your ideas to the danger of controversy. Speak your mind and fear less the label of "crackpot" than the stigma of conformity.
If you want to succeed, double your failure rate.
If you want to increase your success rate, double your failure rate.
To be successful, you have to have your heart in your business and your business in your heart.
The great accomplishments of man have resulted from the transmission of ideas and enthusiasm.
Every time we've moved ahead in IBM, it was because someone was willing to take a chance, put his head on the block, and try something new.
The most important thing that I tell myself is that no matter where I go in this journey, the humility is what's gonna keep me honest and real. And perhaps a better manager.
As far as the job of President goes, its rewarding and I've given before this group the definition of happiness for the Greeks. I'll define it again: the full use of your powers along lines of excellence. I find, therefore, that the Presidency provides some happiness.
Deep down, your players must know you care about them. This is the most important thing. I could never get away with what I do if the players feel I didn't care for them. They know, in the long run, I'm in their corner.
Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.
Motivate them, train them, care about them, and make winners out of them... they'll treat the customers right. And if customers are treated right, they'll come back.
There are so many intelligent former black players, guys like Luther Blissett and Cyrille Regis, who never got a chance to become a top manager or a top coach because of the perception that surrounds people who look like them. They are black - which, for many, means they are good athletes but incapable of being anything above and beyond that.
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