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Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.
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Warren Bennis (Organizing Genius: The Secrets of Creative Collaboration)
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There comes a time in your life when you can no longer put off choosing. You have to choose one path or the other. You can live safe and be protected by people just like you, or you can stand up and be a leader for what is right. Always, remember this: People never remember the crowd; they remember the one person that had the courage to say and do what no one would do.
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Shannon L. Alder
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Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent
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Susan Scott (Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today)
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If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.
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John Kuypers (Who's The Driver Anyway? Making the Shift to a Collaborative Team Culture)
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Who succeeds in forming and leading a Great Group? He or she is almost always a pragmatic dreamer. They are people who get things done, but they are people with immortal longings. Often, they are scientifically minded people with poetry in their souls.
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Warren Bennis (Organizing Genius: The Secrets of Creative Collaboration)
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Strategy is not really a solo sport – even if you’re the CEO.
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Max McKeown (The Strategy Book)
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Great Groups need to know that the person at the top will fight like a tiger for them.
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Warren Bennis (Organizing Genius: The Secrets of Creative Collaboration)
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When people don't know what’s going on, it’s human nature for them to imagine a version that’s ten times worse than the truth!
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Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
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Leaders are people who believe so passionately that they can seduce other people into sharing their dream.
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Warren Bennis (Organizing Genius: The Secrets of Creative Collaboration)
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You won't benefit from diverse perspectives if you aren't open to utilizing differences.
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Eunice Parisi-Carew (Collaboration Begins with You: Be a Silo Buster)
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Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.
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Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
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Mindfulness is the art of cosmic collaboration.
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Amit Ray (Mindfulness Living in the Moment - Living in the Breath)
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When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict."
-The Power Of Curiosity: How To Have Real Conversations That Create Collaboration, Innovation and Understanding
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Kirsten Siggins (The Power of Curiosity: How to Have Real Conversations That Create Collaboration, Innovation and Understanding)
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Positive emotions are mark of human intelligence. Modern artificial intelligence systems are more focusing on incorporating higher human traits like self awareness, self control, social skills, leadership, collaboration and empathy in machine.
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Amit Ray (Compassionate Artificial Superintelligence AI 5.0)
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When young people develop basic leadership and collaborative learning skills, they can be a formidable force for change.
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Peter M. Senge (The Fifth Discipline: The Art & Practice of The Learning Organization)
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As a leader, it's your job to get everyone to share what they know.
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Jane Ripley (Collaboration Begins with You: Be a Silo Buster)
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Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.
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Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
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If you have knowledge, let others light their candles at it.
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Margaret Fuller
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Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.
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Michelle Tillis Lederman (The 11 Laws of Likability: Relationship Networking . . . Because People Do Business with People They Like)
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By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.
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Hendrith Vanlon Smith Jr. (Board Room Blitz: Mastering the Art of Corporate Governance)
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First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.
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Susan Scott (Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today)
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Mentoring is motivated by love.
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J.A. Perez
“
Central to the performance of any team is accountability to the people and to itself, for the course to which the team is responsible.
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Dele Ola (Be a Change Agent: Leadership in a Time of Exponential Change)
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People need to feel safe to be who they are—to speak up when they have an idea, or to speak out when they feel something isn't right.
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Eunice Parisi-Carew (Collaboration Begins with You: Be a Silo Buster)
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When people feel trusted, they'll begin to understand they are contributors--and you'll get great ideas and happy people.
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Eunice Parisi-Carew (Collaboration Begins with You: Be a Silo Buster)
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Employee Engagement: The state at which there is reciprocal trust between the employee and leadership to do what's right however, whenever and with whomever.
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Dan Pontefract (Flat Army: Creating a Connected and Engaged Organization)
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Leadership must come from all of us -- the private, public, and civil sectors.
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Eric Lowitt (The Collaboration Economy: How to Meet Business, Social, and Environmental Needs and Gain Competitive Advantage)
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We have to accept that much of reality is ineffable and so to understand it we can't rely on words alone.
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Oli Anderson (Dialogue / Ego - Real Communication)
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Be a creator not an imitator, competitor, or pretender. Real success happens when you create, collaborate, and dominate.
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Farshad Asl
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It's really important for our company to have a culture of healthy leadership and also healthy followership. We don't want to over emphasize leadership because it's not the most important thing. Leadership is important, followership is important, and collaboration is important.
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Hendrith Vanlon Smith Jr.
“
When we look at the world through the lens of how, we see leaders shift, and others even transform, their habits of leadership from “command and control” to “connect and collaborate.” It’s a move from exerting power over people to generating waves through them.
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Dov Seidman (How: Why How We Do Anything Means Everything)
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The future will be envisioned and built collaboratively—or not at all.
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Scilla Elworthy (Pioneering the Possible: Awakened Leadership for a World That Works (Sacred Activism Book 7))
“
The natural result of utilizing different perspectives is that people are more engaged because they feel their opinions are important.
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Eunice Parisi-Carew (Collaboration Begins with You: Be a Silo Buster)
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The key to handling conflict is to make sure people understand it's okay to have an opposing view.
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Eunice Parisi-Carew (Collaboration Begins with You: Be a Silo Buster)
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Sometimes the best way to get other people to give up their egos is for you to give up yours first.
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Jane Ripley (Collaboration Begins with You: Be a Silo Buster)
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If You Respect Their Preparation,
You never Drop the Baton
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Vineet Raj Kapoor
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Like other aspiring autocrats, Donald Trump cannot succeed alone. He depends upon enablers and collaborators. Every American should understand what his enablers in Congress and in the leadership of the Republican Party were willing to do to help Trump seize power in the months after he lost the 2020 presidential election—and what they continue to do to this day.
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Liz Cheney (Oath and Honor: A Memoir and a Warning)
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While CEO of P&G, John Pepper was once asked in an interview which skill or characteristic was most important to look for when hiring new employees. Was it leadership? Analytical ability? Problem solving? Collaboration? Strategic thinking? Or something else? His answer was integrity. He explained, “All the rest, we can teach them after they get here.
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Paul Smith (Lead with a Story: A Guide to Crafting Business Narratives That Captivate, Convince, and Inspire)
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A quiet room, or a room led by a teacher, doesn’t promote student leadership, but an active, collaborative classroom does!
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Paul Solarz (Learn Like a PIRATE: Empower Your Students to Collaborate, Lead, and Succeed)
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When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict.
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Kirsten Siggins (The Power of Curiosity: How to Have Real Conversations That Create Collaboration, Innovation and Understanding)
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If you want to go fast, go alone. If you want to go far, go together. African Proverb
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Ryan T. Hartwig (Teams That Thrive: Five Disciplines of Collaborative Church Leadership)
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Wise leadership requires collaboration; otherwise it will lead to failure.
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Jim Mattis (Call Sign Chaos: Learning to Lead)
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Culture is the constant constraint that controls creativity, commitment, collaboration, and cohesion.
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Tony Dovale
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High Performance Teams create cultures of caring, connection, commitment, collaboration and clear consistent communication
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Tony Dovale
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Two good people are better than one good person. Together we can do what no individual can do. This is
the power of synergy.
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Dele Ola (Be a Change Agent: Leadership in a Time of Exponential Change)
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Empathy and understanding are the keys to successful business. By putting people first, we can create a culture of respect and collaboration that drives positive change.
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Enamul Haque
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Perceive conflict as positive, creative, and issue driven. Don't allow personal attacks.
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Eunice Parisi-Carew (Collaboration Begins with You: Be a Silo Buster)
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Collaboration begins with focusing on the collective good rather than personal gain.
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Jane Ripley (Collaboration Begins with You: Be a Silo Buster)
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Dialogue isn’t a competition to be the smartest or the most correct person in the room; it is a collaboration to find the truth.
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Oli Anderson (Dialogue / Ego - Real Communication)
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Don’t look for leadership just at the top of the tree. Listen to leadership wherever it is expressed.
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Phil Dourado (The 60 Second Leader: Everything You Need to Know About Leadership, in 60 Second Bites)
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By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.
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Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
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Transformation is within reach of anyone who is willing to change themselves, live good values value people, and collaborate with others to bring about lasting positive change. p182 Change Your World
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John C. Maxwell
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I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.
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Ben Horowitz (What You Do Is Who You Are: How to Create Your Business Culture)
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The way forward, I’m suggesting, is not to stop collaborating face-to-face, but to refine the way we do it. For one thing, we should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments. The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.
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Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
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In the era of globalization, everything is interconnected. A problem in one part of the world will definitely impact on other parts of the globe. Such phenomenon is also valid for defense and security context. A conflict in a state will bring implications in its neighboring countries or other countries extended in the same region. Therefore, collaborative efforts in tackling common defense and security problems are essentially required.
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Agus Harimurti Yudhoyono
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In what is known as the 70/20/10 learning concept, Robert Eichinger and Michael Lombardo, in collaboration with Morgan McCall of the Center for Creative Leadership, explain that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks, and problem solving; 20 percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent of learning and development comes from formal training.
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Marcia Conner (The New Social Learning: A Guide to Transforming Organizations Through Social Media)
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Leaders with high emotional intelligence create a culture of trust, respect, and collaboration, where everyone feels valued and heard. They build teams that are not just efficient, but also empowered and fulfilled. Emotional intelligence is not just a nice-to-have for leaders, it's a must-have.
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Farshad Asl
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Only experience can refine a leader's art. High-uncertainty projects are full of anxiety, change, and ambiguity that the team must deal with. It takes a different style of project management, a different pattern of team operation, and a different type of project leader. I've labeled this type of management leadership-collaboration.
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Jim Highsmith (Agile Project Management: Creating Innovative Products)
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Although I play an important part in the facilitation of these lessons, the students take ownership of the problem-solving and reflection portions and display great leadership skills while collaborating with one another. Students rave about how much fun each experience is, and I’m meeting all of my objectives, Essential Questions, and Common Core standards along the way!
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Paul Solarz (Learn Like a PIRATE: Empower Your Students to Collaborate, Lead, and Succeed)
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This book is about the difference between a self-focused inward mindset and an others-inclusive outward mindset. It will help you become more outward in your work, your leadership, and your life. It will guide you in building more innovative and collaborative teams and organizations. And it will help you see why you like many of the people you do and what you can do to become more like them.
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Arbinger Institute (The Outward Mindset: Seeing Beyond Ourselves)
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The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.
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Tim Brown (Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation)
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We need better cooperation between generations. A number of the old guard believe their relationships with those following in their footsteps is more collaborative than it actually is. Those next in line sometimes feel as if their elders are more interested in being paternal than being partners. Moving forward together will require leaders to subjugate their egos. They'll need to find at least one common interest that allows both generations to bring their strengths to the table.
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Ed Gordon (Conversations in Black: On Power, Politics, and Leadership)
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One of the most effective ways to gain acceptance of a philosophy is to show it in your daily actions. In order to stage your leadership style, you must have an audience. By entering your subordinate’s environment – by establishing frequent human contact – you create a sense of commitment, collaboration, and community. You also gain access to vital information necessary to make effective decisions. Additionally, when personal contact is not possible, you can send surrogates to the field to obtain information.
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Donald T. Phillips (Lincoln On Leadership: Executive Strategies for Tough Times)
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...in certain regions the party is organized like a gang whose toughest member takes over the leadership. The leader’s ancestry and powers are readily mentioned, and in a knowing and slightly admiring tone it is quickly pointed out that he inspires awe in his close collaborators. In order to avoid these many pitfalls a persistent battle has to be waged to prevent the party from becoming a compliant instrument in the hands of a leader. Leader comes from the English verb “to lead,” meaning “to drive” in French.15 The driver of people no longer exists today. People are no longer a herd and do not need to be driven. If the leader drives me I want him to know that at the same time I am driving him. The nation should not be an affair run by a big boss. Hence the panic that grips government circles every time one of their leaders falls ill, because they are obsessed with the question of succession: What will happen to the country if the leader dies? The influential circles, who in their blind irresponsibility are more concerned with safeguarding their lifestyle, their cocktail parties, their paid travel and their profitable racketeering, have abdicated in favor of a leader and occasionally discover the spiritual void at the heart of the nation.
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Frantz Fanon (The Wretched of the Earth)
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I’m a bottom-up manager who subscribes to the concept of “servant leadership,” as articulated by the late Robert Greenleaf. He believed that organizations are at their most effective when leaders encourage collaboration, trust, foresight, listening, and empowerment. In any hierarchy, it’s clear that the ultimate boss (in my case, me) holds the most power. But a wonderful thing happens when you flip the traditional organizational chart upside down so that it looks like a V with the boss on the bottom. My job is to serve and support the next layer “above” me so that the people on that layer can then serve and support the next layer “above” them, and so on.
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Danny Meyer
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Catapulting change requires meticulous leadership that is mindful of all those elements that are seemingly trivial to most but produce positive outcomes that hit us as hard as tsunamis. It’s the sort of leadership that empowers and engages people to move deep with themselves, and yet it mobilizes them with others in a manner that is coordinated, collaborative, and cohesive. These are fostered because leaders have the innate ability to make you feel that you are working “with” them not “for” them in such a way that motivates you to spring off the mattress each morning to make meaningful contributions because you feel valued, respected, empowered, and connected to an overarching goal.
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Albert Collu (Catapulting Change: Mindful Leadership To Launch Organizations and People)
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I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them.
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Jon Gordon (You Win in the Locker Room First: The 7 C's to Build a Winning Team in Business, Sports, and Life (Jon Gordon))
“
Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.
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Adrienne Maree Brown (Emergent Strategy: Shaping Change, Changing Worlds)
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Values constitute your personal “bottom line.” They serve as guides to action. They inform the priorities you set and the decisions you make. They tell you when to say yes and when to say no. They also help you explain the choices you make and why you made them. If you believe, for instance, that diversity enriches innovation and service, then you should know what to do if people with differing views keep getting cut off when they offer fresh ideas. If you value collaboration over individualistic achievement, then you’ll know what to do when your best salesperson skips team meetings and refuses to share information with colleagues. If you value independence and initiative over conformity and obedience, you’ll be more likely to challenge something your manager says if you think it’s wrong.
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James M. Kouzes (The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations)
“
Warren Bennis, one of today’s leading thinkers on the art of leadership, spent years studying groundbreaking groups such as the Walt Disney Studios (while Walt was still alive), Xerox PARC, and Lockheed’s Skunk Works. Here are some of the highlights from his study of groups: • Great groups believe they are on a mission from God. Beyond mere financial success, they genuinely believe they will make the world a better place. • Great groups are more optimistic than realistic. They believe they can do what no one else has done before. “And the optimists, even when their good cheer is unwarranted, accomplish more,” says Warren. • Great groups ship. “They are places of action, not think tanks or retreat centers devoted solely to the generation of ideas.” Warren characterized the successful collaborations he studied as “dreams with deadlines.” Part
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Tom Kelley (Creative Confidence: Unleashing the Creative Potential Within Us All)
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When it comes to assessment, the traditional model of assessment is assessment for learning. What people like to talk about now is that the twenty-first-century model is assessment of learning. But if assessment is merely the way we are able to determine how much learning has occurred, then the ultimate goal is assessment as learning, where assessment occurs in real time and is the process by which people reflect on their own thinking and diagnose how they’ve changed. There are schools that do this. There’s a remarkable school in New Hampshire that, for them, the thing that matters the most is that people who graduate from their school have seventeen specific habits of mind and work—everything from collaboration and leadership to curiosity and wonder. They’ve developed these really thoughtful behavioral rubrics that break down each of those habits by subskills.
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Ken Robinson (Creative Schools: Revolutionizing Education from the Ground Up)
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These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.
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James G. Stavridis (The Leader's Bookshelf)
“
Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.
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Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
“
LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.
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Anonymous
“
According to the findings, the most effective team building practices in creation of virtual networks of practice are: ‘(1) recruitment and selection; (2) training and development; (3) rewards and recognition; (4) supervisory support; (5) rules regarding knowledge disclosure; (6) time pressure; and (7) collaborative programs and projects (Jolinka and Dankbaar
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Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
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LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.
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Anonymous
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the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning
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Austin Buffum (Simplifying Response to Intervention: Four Essential Guiding Principles (What Principals Need to Know))
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True collaboration is only possible in an atmosphere of trust. And that atmosphere is always set by a leader who has earned his team members’ trust and who trusts them in return.
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John Rossman (The Amazon Way: Amazon's Leadership Principles)
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Eliciting the user stories is a dynamic collaborative endeavor which supports the concept of value. Essentially, just gathering requirements will populate the backlog with unnecessary user stories that do not contribute value.
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Michael Nir (Agile project management : Agile Product Owner Secrets Valuable Proven Results for Agile Management Revealed (Agile Business Leadership Book 2))
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Ownership means that team members acknowledge responsibility for work and its results as a facilitator or strategist joined in collaboration.
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Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
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Through collaborative problem-solving approaches, human capital is turned into an individual sense of ownership.
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Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
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Our perceptions of 'managing' employees are founded on archaic outdated business fundamentals.
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Shawn Casemore (Operational Empowerment: Collaborate, Innovate, and Engage to Beat the Competition)
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There is no single grid or map for us. We must find our way in part through experience-honed intuition and in part through intelligent collaboration. The art in Ingenuity Arts is not about developing a methodology or a technique or a program. It is instead a conscious commitment to develop an adaptive mind and thus, for leaders, an adaptive style of leadership that will enable us to more capably navigate changes that we can’t possibly see from our present vantage point but which will inevitably come.
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Milton Friesen (Ingenuity Arts: Adaptive Leadership and the New Science)
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Why matrix organizational structures became so popular I’m not really sure. There is certainly an element of flexibility and collaboration suggested by them, but in reality they are forums for confusion and conflict. They have certainly not contributed to the breakdown of silos; they’ve merely added an element of schizophrenia and cognitive dissonance for employees who are unlucky enough to report into two different silos.
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Patrick Lencioni (Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors (J-B Lencioni Series))
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Great business leaders of our time stand above the crowd not because of what they do, but what they don’t do.
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Shawn Casemore (Operational Empowerment: Collaborate, Innovate, and Engage to Beat the Competition)
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Harry H. Laughlin was highly important for the Nazi crusade to breed a “master race.” This American positioned himself to have a significant effect on the world’s population. During his career Laughlin would:
~ Write the “Model Eugenical Law” that the Nazis used to draft portions of the Nuremberg decrees that led to The Holocaust.
~ Be appointed as “expert” witness for the U.S. Congress when the 1924 Immigration Restriction Act was passed. The 1924 Act would prevent many Jewish refugees from reaching the safety of U.S. shores during The Holocaust.
~ Provide the "scientific" basis for the 1927 Buck v. Bell Supreme Court case that made "eugenic sterilization" legal in the United States. This paved the way for 80,000 Americans to be sterilized against their will.
~ Defend Hitler's Nuremberg decrees as “scientifically” sound in order to dispel international criticism.
~ Create the political organization that ensured that the “science” of eugenics would survive the negative taint of The Holocaust. This organization would be instrumental in the Jim Crow era of legislative racism.
H.H. Laughlin was given an honorary degree from Heidelberg University by Hitler's government, specifically for these accomplishments. Yet, no one has ever written a book on Laughlin. Despite the very large amount of books about The Holocaust, Laughlin is largely unknown outside of academic circles.
The Carnegie Institution of Washington, D.C. gave this author permission to survey its internal correspondence leading up to The Holocaust and before the Institution retired Laughlin. These documents have not been seen for decades. They are the backbone of this book. The story line intensifies as the Carnegie leadership comes to the horrible realization that one of its most recognized scientists was supporting Hitler’s regime.
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A.E. Samaan (H.H. Laughlin: American Scientist, American Progressive, Nazi Collaborator (History of Eugenics, Vol. 2))
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Great teams are unwilling to sacrifice effectiveness on the altar of efficiency.
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Ryan T. Hartwig (Teams That Thrive: Five Disciplines of Collaborative Church Leadership)
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Consultant and author Bob Frisch writes about similar situations in the business world, saying, “Most companies are run by teams with no names”4 and “Most of the world’s best executives make decisions in ways that don’t show up on an organization chart or process flow diagram.
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Ryan T. Hartwig (Teams That Thrive: Five Disciplines of Collaborative Church Leadership)
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In the twenty-first century, the most successful leaders will focus on sustaining superior performance by aligning people around mission and values, and empowering leaders at all levels, while concentrating on serving customers and collaborating throughout the organization.
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Daniel Goleman (The Executive Edge: An Insider's Guide to Outstanding Leadership)
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Trust is a MUST in High Performance Teams, because without trust we cannot fully collaborate. We just cooperate to keep our jobs, instead of creating exponential results. It is the shift from fear and protection, to trust and love, that activates, unleashes, and aligns, the fullest team potentials.
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Tony Dovale
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This book is primarily about relationships between ultimate leaders and their many kinds of deputies. It is also about getting people into roles that are right for them, not squeezing them into roles they do not want and to which they are not best suited. We need a range of skills in leadership and we need people in the right leadership boxes at the right time, people happy to contribute to the work of the ultimate decision-taker and happy to collaborate with each other. The carnage that characterises some organisations can be caused by leadership’s failure to acknowledge what the roles really are and how they relate to each other.
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Richard Hytner (Consiglieri - Leading from the Shadows: Why Coming Top Is Sometimes Second Best)
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ADAPTAGILITY is the core responsibility of a leader, to ensure connection, collaboration, capacity, competence, and commitment, in High-Performance Teams
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Tony Dovale
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Limitless Leaders focus on
1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities
2. Teamworking, connection, communication trust and collaboration
3. Limitless Leadership skills and mindsets on ALL levels of the organisation
4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.
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Tony Dovale
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Life is a big collaboration!
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Kaustav Misra
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Leadership first and foremost is about you first learning to lead you so that you are your own power source in collaboration with all other parts and the whole of Creation. There is no greater power than for you to become a conscious creator, in concert with all of Creation in the Unified Field.
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Christine Horner (Awakening Leadership: Embracing Mindfulness, Your Life’s Purpose, and the Leader You Were Born to Be)
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Collaborate to Innovate
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Winsor Jenkins (The Collaborator: Discover Soccer as a Metaphor for Global Business Leadership)
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Caring for dogs teaches kids observation skills, empathy and a sense of responsibility. Taking part in sport helps children cultivate physical strength, mental and physical resilience, self-esteem, delayed gratification, patience, courage, independence, leadership skills, good judgement and decision making, collaboration skills and a passion for teamwork. I have long held the belief that sport is worthwhile, and something that is often underestimated in the individual and team values it fosters. Who ever said that sporty types - girls included - do not like a fairy tale? Sport can be the beginning of a journey where children discover that they - and their team - whether dogs or humans, can create and fulfil their passions and their dreams
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Suzy Davies
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I SHALL JOIN YOUR PURPOSE, NOT YOU. IT WOULD BE DIFFICULT TO HATE ME.
मैं आपसे नहीं आपके मक़सद से जुडूंगा। मुझसे नफ़रत करना नामुमकिन होगा
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Vineet Raj Kapoor
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What can I do to get people more engaged? What can I do to get people working collaboratively? What do others need from me? What do they have to contribute that I haven’t been noticing?
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Marilee G. Adams (Change Your Questions, Change Your Life: 12 Powerful Tools for Leadership, Coaching, and Life)
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From a leadership lean, are you the BOSS that creates fear and rules with an “iron fist” or are you a LEADER who listens and connects with your team members to create a culture where collaboration and creativity can thrive?
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Susan C. Young (The Art of Connection: 8 Ways to Enrich Rapport & Kinship for Positive Impact (The Art of First Impressions for Positive Impact, #6))