Complementary Team Quotes

We've searched our database for all the quotes and captions related to Complementary Team. Here they are! All 29 of them:

Great creative teams are diverse. They are composed of very different sorts of people with different but complementary talents.
Ken Robinson (The Element - How finding your passion changes everything)
A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.
Hendrith Vanlon Smith Jr. (Board Room Blitz: Mastering the Art of Corporate Governance)
The genotype may be a ‘physiological team’, but we do not have to believe that that team was necessarily selected as a harmonious unit in comparison with less harmonious rival units. Rather, each gene was selected because it prospered in its environment, and its environment necessarily included the other genes which were simultaneously prospering in the gene-pool. Genes with complementary ‘skills’ prosper in each others’ presence.
Richard Dawkins (The Extended Phenotype: The Long Reach of the Gene)
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.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
The social processes around software development are . . . highly dependent on engineers’ abilities to find and connect with individuals who share similar goals and complementary skills, to harmonize each team member’s communication and teaming preferences, to collaborate and coordinate during the entire software lifecycle, and advocate for their product’s success in the marketplace.
Roger S. Pressman (Software Engineering: A Practitioner's Approach)
A fast way to get a clear understanding of yourself and others is through personality a profile assessment. Many companies and hiring managers administer these tests to ensure that personalities are well matched to positions. They also help build dream teams to optimize the combinations of strengths and complementary qualities among their people.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
Team of professionals at Qacraft uses a powerful range of complementary software solutions for Banking Application Testing. For more visit here!
qacraft
the very problem created the opportunity to build a deep relationship that empowered us to work together as a strong complementary team.
Stephen R. Covey (The 7 Habits of Highly Effective People)
A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
Harvard Business Publishing (HBR's 10 Must Reads on Managing People (with featured article "Leadership That Gets Results," by Daniel Goleman))
Now when I consider investing in a startup, I study the founding teams. Technical abilities and complementary skill sets matter, but how well the founders know each other and how well they work together matter just as much. Founders should share a prehistory before they start a company together—otherwise they’re just rolling dice.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
involvement and approval, including the president. But the president did not feel threatened because this man’s strength complemented his strength and compensated for his weaknesses. So he had the strength of two people, a complementary team. This man’s success was not dependent on his circumstances. Many others were in the same situation. It was his chosen response to those circumstances, his focus on his Circle of Influence, that made the difference.
Stephen R. Covey (The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change)
The new assumption is that delegation of authority from trustees to operating executives is best made to a team of several persons whose exceptional talents are complementary and who relate to one another as equals, under the leadership of a primus inter pares (as discussed in the last chapter).
Robert K. Greenleaf (Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness)
Customer research is a tradeoff: deep insights on real needs from a tiny set of people, versus broad, reliable purchasing data from a wide range and large number of people. We need both. Designers understand what people really need. Marketing understands what people actually buy. These are not the same things, which is why both approaches are required: marketing and design researchers should work together in complementary teams.
Donald A. Norman (The Design of Everyday Things)
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The debate is not useful. All groups are necessary. Customer research is a tradeoff: deep insights on real needs from a tiny set of people, versus broad, reliable purchasing data from a wide range and large number of people. We need both. Designers understand what people really need. Marketing understands what people actually buy. These are not the same things, which is why both approaches are required: marketing and design researchers should work together in complementary teams.
Donald A. Norman (The Design of Everyday Things)
but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a
Jason L. Ma (Young Leaders 3.0: Stories, Insights, and Tips for Next-Generation Achievers)
The common notions that the best teams are made up of people with complementary skill sets or similar personalities were disproven; the best teams are the ones with the most psychological safety. And that starts with trust.
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
It takes both complementary actions and competitive actions in a constructive and professional way to build trust in teams.
Pearl Zhu (Digital Hybridity)
Several of them have moved up to the highest ranks of the organization, thanks to a strong track record of proving to their bosses, day in and day out, that they have what it takes to help the company succeed. They are passionately curious about the entire organization and how it can beat the competition. They have shown repeatedly that they can tackle tough assignments. They have built teams of complementary staff and rallied them around ambitious goals. They have distilled complex strategy decisions down to just a few priorities, helping align their employees around just a handful of focused goals. And they have pushed and prodded their bosses to shake up the organization, taking bold steps even when there was no burning need to do so. These are the people you find at the top of organizations. They embody these qualities and, as leaders, help develop them in others.
Adam Bryant (The Corner Office: How Top CEOs Made It and How You Can Too)
COMPLEMENTARY SKILLS. Opposites attract, and in the startup world this couldn’t be truer. When you’re starting a company, do yourself a favour and make sure your cofounders don’t have overlapping skills – you don’t need three master’s degrees in business administration (or MBAs) to start a company (in fact, that’s probably a recipe for disaster and PowerPoint suicide). In the early days you need someone to take care of the product and business side, and someone to build the software. If you’re great on the business side, you’ll need to stretch yourself to develop a product that users really want to use, and then seduce a great software developer to work alongside you. If you’re a great developer, make sure you hunt for someone who is dedicated to producing a great business model and a great product. The key team skills that you’re looking for are the ability to discover, design and refine a great product concept (and business model) and the ability to translate that vision into actual software. With those bases covered, you’ve cracked one of the toughest parts of getting started. PASSION. Being an entrepreneur is a vocation. If you’ve ever been stuck in a job thinking you could do your boss’s job better, or have said to yourself, ‘What the hell is the CEO thinking? I’d never do that in his position’, then you should test yourself and start a business. It doesn’t matter whether your cofounder comes from a business or marketing background, or an engineering or software background, but it does matter that you both have the same level of passion. Make sure your cofounder has the same drive to solve a big problem, to change the status quo. Without the passion, without the drive, you’re never going to overcome the myriad challenges that will appear on the way.
George Berkowski (How to Build a Billion Dollar App)
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