Trump: How to Get Rich

I never try to dissuade people from quitting. If they don’t want to be here, I don’t want them to be here, either. No one has ever come to me with an ultimatum. People see how it works here, and if it doesn’t suit them, they move on. Sometimes it happens quickly. A qualified and experienced receptionist worked here for a grand total of six hours. She realized right away that the pace just wasn’t suited to her, and she very politely told us so and left. I appreciated her quick thinking and efficient decision-making skills. She’ll have a successful career somewhere else.

Every New Hire Is a Gamble

Some people give such great interviews that you’re ready to make them vice presidents on the spot, until you realize that their true talent is simply giving a great interview. That’s why, in a sense, every new hire is a gamble.

Impressive credentials don’t always add up to a great performance or a good fit. Nonexistent credentials don’t necessarily mean a no-talent. Being circumspect helps a lot and keeps you from being surprised. People can offer an interesting mix of pros and cons. Time will do the weeding out for you. All you have to do is pay attention.

What I look for in employees is a sense of responsibility that goes beyond what is merely sufficient. Some people do the bare minimum, and some people will actually be concerned about the organization as a whole. They see themselves as having a direct relationship to the success or failure of the company they work for. They believe they are important, and their work shows it. If you can instill this sense of worth in your employees, you will have a tip-top team working for you. People who take pride in their work are the kind you want to have around—and the kind I like to keep around.

I especially like employees who spend—and, more important, save—the company’s money as if it were their own. Companies suffer when employees don’t make enough of an effort to control costs. The employees who feel a personal responsibility for their budgets, who view the company’s bottom line as an extension of their own personal savings account, are often the ones who get the best results. If you let your boss know that you’re watching out for his or her bottom line, you’ll always be appreciated.

I respect employees who can think on their feet. So does George Ross, my senior counsel. His assistant, Carole Berkowitz, was helping out at the front desk one day when she received a call from a stranger who said she was about to commit suicide. Carole deemed the call credible and took a few moments to listen to the distressed woman.

Carole asked her where she was from, and the woman replied that she lived in Southern California, not far from the beach. Carole responded, You live in California? Near the beach? Do you know how cold it is in New York today? It’s eight degrees outside! And that’s without the windchill. I almost froze just getting to work. If I were you, I’d go out right now, take a long walk on the beach, and sit in the sun for a while. That’s what I’d do if I were you. The woman instantly calmed down and thanked Carole for being so nice to her.

That’s the kind of person we like to have around.

A certain amount of personal ambition is necessary, but not to the point where it undermines the common goal of the company. If your group can’t work together, you won’t accomplish much. I don’t like backstabbing. It’s not necessary, and it’s insulting to me. I have eyes and ears and instincts, too. I can assess people and situations for myself. If people have time to be petty, it’s an indication they’re not busy enough with their work.

You can’t expect to be a valuable employee if you don’t make yourself valuable. Think about it: What do you contribute to the welfare of the organization? Are you instrumental in keeping it humming and moving forward? Do you work wholeheartedly or halfheartedly? Are you just going through the motions and hoping no one will notice? The only person you ever fool is yourself. You can’t fool others, even though you mightthink you can.

A lot of people say they’re going through the motions because their position isn’t challenging or rewarding and there’s no room to grow. It’s a dead-end situation. That might very well be. If so, look elsewhere for a company that could offer you a promotion in your particular area of interest or expertise. There are times when you should move on, and situations in which the only way up is out.

Ideas Are Welcome, but Make Sure You Have the Right One

If you run a company, make yourself accessible to your employees. If they feel they can bring ideas to you, they will. If they feel they can’t, they won’t. You might miss out on a lot of good ideas, and pretty soon you might be missing a lot of employees.