Contributing To A Team Quotes

[T]his readiness to assume the guilt for the threats to our environment is deceptively reassuring: We like to be guilty since, if we are guilty, it all depends on us. We pull the strings of the catastrophe, so we can also save ourselves simply by changing our lives. What is really hard for us (at least in the West) to accept is that we are reduced to the role of a passive observer who sits and watches what our fate will be. To avoid this impotence, we engage in frantic, obsessive activities. We recycle old paper, we buy organic food, we install long-lasting light bulbs—whatever—just so we can be sure that we are doing something. We make our individual contribution like the soccer fan who supports his team in front of a TV screen at home, shouting and jumping from his seat, in the belief that this will somehow influence the game's outcome.

The greatest contribution of a leader is to make other leaders.

We cannot win in team situations or in relationships by ourselves. It is like trying to pick up a pencil with only one finger...Even if that one finger is extremely strong, it will prove almost impossible to pick up that pencil unless you use your other fingers or some other part of your hand. Teamwork is a bit like using all of your fingers. Each one is unique and contributes something different, but they unite in pursuit of a common goal.

If we want to feel an undying passion for our work, if we want to feel we are contributing to something bigger than ourselves, we all need to know our WHY.

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

Tell me what you expect from me. Winning team members need to know five things: 1. Tell me what you expect from me. 2. Give me an opportunity to perform. 3. Let me know how I'm getting along. 4. Give me guidance where I need it. 5. Reward me according to my contribution.

With teamwork, any little contribution you make yields greater output when it meets the contribution of others, and guess who gets the plus? Everyone in the team!

If everyone had something to contribute, there would be enough.

If you lead a team, start asking questions and really listening. Start valuing the contributions of your teammates ahead of your own. And remember that when the best idea wins, so does the entire team.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Creating an essential intent is hard. It takes courage, insight, and foresight to see which activities and efforts will add up to your single highest point of contribution. It takes asking tough questions, making real trade-offs, and exercising serious discipline to cut out the competing priorities that distract us from our true intention. Yet it is worth the effort because only with real clarity of purpose can people, teams, and organisations fully mobilise and achieve something truly excellent.

Anybody can throw a basketball toward a hoop. But only a relative few can exercise the athletic prowess of dribbling down the court, account for and surpass a variety of obstacles, and actually get the ball into the hoop consistently and repetitively contributing toward an ultimate win for the team. In the same way, anyone can open an investment account with M1 or Acorns or Robinhood or Cashapp… or even with the big guys like Ameritrade or Fidelity or Charles Schwabb or Morgan Stanley… but only a relative few can navigate an ever-changing economic paradigm, overcome various financial, legal and social obstacles, maintaining alignment with values, and achieve substantial growth and profits - contributing toward an ultimate win for the team. It’s better to hire a professional investor if you expect professional results.

Fruit fly scientists, God bless ‘em, are the big exceptions. Morgan’s team always picked sensibly descriptive names for mutant genes, like ‘speck,’ ‘beaded,’ ‘rudimentary,’ ‘white,’ and ‘abnormal.’ And this tradition continues today, as the names of most fruit fly genes eschew jargon and even shade whimsical… The ‘turnip’ gene makes flies stupid. ‘Tudor’ leaves males (as with Henry VIII) childless. ‘Cleopatra’ can kill flies when it interacts with another gene, ‘asp.’ ‘Cheap date’ leaves flies exceptionally tipsy after a sip of alcohol… And thankfully, this whimsy with names has inspired the occasional zinger in other areas of genetics… The backronym for the “POK erythroid myeloid ontogenic” gene in mice—‘pokemon’—nearly provoked a lawsuit, since the ‘pokemon’ gene (now known, sigh, as ‘zbtb7’) contributes to the spread of cancer, and the lawyers for the Pokemon media empire didn’t want their cute little pocket monsters confused with tumors.

Arbogast had then assembled a dream team of creative consultants and contractors to help make his bold claim a reality, luring some of the videogame industry’s brightest stars away from their own companies and projects, with the sole promise of collaborating on his groundbreaking new MMOs. That was how gaming legends like Chris Roberts, Richard Garriott, Hidetaka Miyazaki, Gabe Newell, and Shigeru Miyamoto had all wound up as consultants on both Terra Firma and Armada—along with several big Hollywood filmmakers, including James Cameron, who had contributed to the EDA’s realistic ship and mech designs, and Peter Jackson, whose Weta Workshop had rendered all of the in-game cinematics.

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.

The goal for us as individuals is to know our WHY so that we can more easily find the right tree and the right nest. The goal for an organization is to know its WHY in order to attract the right birds. And the goal for each team within the company is to make sure that they have the right birds in each nest—those who will work together most effectively to contribute to the organization’s higher purpose and cause.

Fulfillment is a right and not a privilege. Every single one of us is entitled to feel fulfilled by the work we do, to wake up feeling inspired to go to work, to feel safe when we’re there and to return home with a sense that we contributed to something larger than ourselves. Fulfillment is not a lottery. It is not a feeling reserved for a lucky few who get to say, “I love what I do.” For those who hold a leadership position, creating an environment in which the people in your charge feel like they are a part of something bigger than themselves is your responsibility as a leader.

A humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending outdated position, about building the team than exalting self, about recognizing contribution than being recognized for making it.

But a progressive policy needs more than just a bigger break with the economic and moral assumptions of the past 30 years. It needs a return to the conviction that economic growth and the affluence it brings is a means and not an end. The end is what it does to the lives, life-chances and hopes of people. Look at London. Of course it matters to all of us that London's economy flourishes. But the test of the enormous wealth generated in patches of the capital is not that it contributed 20%-30% to Britain's GDP but how it affects the lives of the millions who live and work there. What kind of lives are available to them? Can they afford to live there? If they can't, it is not compensation that London is also a paradise for the ultra-rich. Can they get decently paid jobs or jobs at all? If they can't, don't brag about all those Michelin-starred restaurants and their self-dramatising chefs. Or schooling for children? Inadequate schools are not offset by the fact that London universities could field a football team of Nobel prize winners.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

...but the reality is people want to work for more than just money. They want to work to build and sustain a community they love. As we shared our personal dreams with each other, my work was no longer about me reaching my goals, it was about me contributing to a team in which we'd all tied our dreams together.

Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.

People with personal mastery get along with diverse people easily and lead others better, and in turn, contribute their share for the betterment of their companies.

Who is on a team matters less than how the team members interact, structure their work, and view their contributions.

Going through old papers I came across the transcript of a university debate on Rublyov. God, what a level. Abysmal, pathetic. But there is one remarkable contribution by a maths professor called Manin, Lenin Prize winner, who can hardly be more than thirty. I share his views. Not that one should say that about oneself. But it's exactly what I felt when I was making Andrey. And I'm grateful to Manin for that. "Almost every speaker has asked why they have to be made to suffer all through the three hours of the film. I'll try to reply to that question. It is because the twentieth century has seen the rise of a kind of emotional inflation. When we read in a newspaper that two million people have been butchered in Indonesia, it makes as much impression on us as an account of our hockey team winning a match. The same degree of impression! We fail to notice the monstrous discrpancy between these two events. The channels of our perception have been smoothed out to the point where we are no longer aware. However, I don't want to preach about this. It may be that without it life would be impossible. Only the point is that there are some artists who do make us feel the true measure of things. It is a burden which they carry throughout their lives, and we must be thankful to them.

One way or another, everyone on a team contributes to the success. A team leader or coach helps each person clearly see and develop their role as it relates personally and to the team’s larger mission.

To summarize, these are the four critical contributions you need to bring to your team: deep knowledge (1) of your customer, (2) of the data, (3) of your business and its stakeholders, and (4) of your market and industry.

Have you noticed how some project teams are efficient, with everyone knowing what to do and contributing fully, while the members of other teams are constantly bickering and don't seem able to get out of each other's way? Often this is an orthogonality issue. When teams are organized with lots of overlap, members are confused about responsibilities. Every change needs a meeting of the entire team, because any one of them might be affected.

Everybody contributes an additional effort to something they believe; it’s not important if it’s a self-belief or external motivation, important is to have a self-belief that we will never be the reason for our team’s loss.

The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions.

It is when you begin expressing your ideas and turning your knowledge into action that life really begins to change. You’ll read differently, becoming more focused on the parts most relevant to the argument you’re building. You’ll ask sharper questions, no longer satisfied with vague explanations or leaps in logic. You’ll naturally seek venues to show your work, since the feedback you receive will propel your thinking forward like nothing else. You’ll begin to act more deliberately in your career or business, thinking several steps beyond what you’re consuming to consider its ultimate potential. It’s not necessarily about becoming a professional artist, online influencer, or business mogul: it’s about taking ownership of your work, your ideas, and your potential to contribute in whatever arena you find yourself in. It doesn’t matter how impressive or grand your output is, or how many people see it. It could be just between your family or friends, among your colleagues and team, with your neighbors or schoolmates—what matters is that you are finding your voice and insisting that what you have to say matters. You have to value your ideas enough to share them. You have to believe that the smallest idea has the potential to change people’s lives. If you don’t believe that now, start with the smallest project you can think of to begin to prove to yourself that your ideas can make a difference.

It can be easy to focus on How, especially for high achievers who want to control what they can control, which is themselves. It takes vulnerability and trust to expand your efforts and build a winning team. It takes wisdom to recognize that 1) other people are more than capable enough to handle much of the Hows, and 2) that your efforts and contribution (your “Hows”) should be focused exclusively where your greatest passion and impact are. Your attention and energy should not be spread thin, but purposefully directed where you can experience extreme flow and creativity.

This role is perfectly aligned with where I want to grow my career and what I’ve been working towards, and given my skills and experiences, I feel I can make a significant contribution to both this team and company, and, as part of the overall team, help drive the company to the next level.

✓ EXPRESS YOUR ENTHUSIASM: Say, “I’m thrilled about the offer. This is my first choice, for reasons X, Y and Z, and I’d love to join the team.” ✓ EXPLAIN YOUR REQUEST: “I just have a few questions about the terms that I’d like to address before I’ll be ready to sign.” ✓ ESTABLISH YOUR CONTRIBUTION: “I know this position often pays $X, and I believe I can add enough value to the organization to earn it.” ✓ ASK FOR ADVICE: “I hope it’s okay to ask you about this—my relationships with people here are very important to me. I trust you and I’d very much value your recommendations on how to proceed.

They suspected that children learned best through undirected free play—and that a child’s psyche was sensitive and fragile. During the 1980s and 1990s, American parents and teachers had been bombarded by claims that children’s self-esteem needed to be protected from competition (and reality) in order for them to succeed. Despite a lack of evidence, the self-esteem movement took hold in the United States in a way that it did not in most of the world. So, it was understandable that PTA parents focused their energies on the nonacademic side of their children’s school. They dutifully sold cupcakes at the bake sales and helped coach the soccer teams. They doled out praise and trophies at a rate unmatched in other countries. They were their kids’ boosters, their number-one fans. These were the parents that Kim’s principal in Oklahoma praised as highly involved. And PTA parents certainly contributed to the school’s culture, budget, and sense of community. However, there was not much evidence that PTA parents helped their children become critical thinkers. In most of the countries where parents took the PISA survey, parents who participated in a PTA had teenagers who performed worse in reading. Korean parenting, by contrast, were coaches. Coach parents cared deeply about their children, too. Yet they spent less time attending school events and more time training their children at home: reading to them, quizzing them on their multiplication tables while they were cooking dinner, and pushing them to try harder. They saw education as one of their jobs.

When we bring personality types together, communication breakdowns are inevitable…Thinking types may feel they’re being considerate by getting straight to a point in a conversation, unaware that their feeling friends perceive them as uncomfortably blunt. Intuitive types may think they are contributing by sharing their grand plans in a team meeting, unaware that the thought of so many changes at once completely stresses out their sensing colleagues. Extroverted types may feel disappointed when their spouses don’t immediately respond with enthusiasm to their ideas, ignorant that they just need time to think the ideas over.

With the woman’s ability to recall, and the man’s ability, to, well, look good in suits, I think, they would make a great team for criminal investigations. Unfortunately, women investigators, at least, as shown in the movies contribute only by way of their fashionable white silk shirts pulled tight over their ample bosoms.

The 80-20 Rule of Conflict: It is a rare conflict in which anyone is 100 percent at fault. As a rule of thumb, I tell people in a conflict to remember that they are at least 20 percent at fault. Encourage people to shift from trying to prove the other person’s 80 percent fault to discovering the 20 percent they are contributing.

We want people to share our commitment to purpose and mission, not to comply because they’re afraid not to. That’s exhausting and unsustainable for everyone. Leaders who work from compliance constantly feel disappointed and resentful, and their teams feel scrutinized. Compliance leadership also kills trust, and, ironically, it can increase people’s tendency to test what they can get away with. We want people to police themselves and to deliver above and beyond expectations. Painting done and using a TASC approach cultivates commitment and contribution, giving team members the space and the trust to stretch and learn and allowing joy and creativity to be found in even the small tasks.

What’s the best way to manage rock stars, the people whom you can count on to deliver great results year after year? You need to recognize them to keep them happy. For too many bosses, “recognition” means “promotion.” But in most cases, this is a big mistake. Promotion often puts these people in roles they are not as well-suited for or don’t want. The key is to recognize their contribution in other ways. It may be a bonus or a raise. Or, if they like public speaking, get them to present at your all-hands meetings or other big events. If they like teaching, get them to help new people learn their roles faster. Or if they are shy, make sure that you and others on the team thank them privately for the work they do.

•Take yourself out of the picture. Get in the habit of asking what’s best for the team. For example, the next time you are at a problem-solving meeting and everyone is contributing ideas, instead of promoting yourself, ask yourself how the team would do if you were not involved in the solution. If it would do better, then propose ideas that promote and involve people other than yourself.

The producer’s responsibilities include hiring and building teams; writing contracts; contributing to the game’s design; managing the team’s work schedule; balancing the game’s budget; resolving disputes between creative and programming leads; acting as the team representative to upper management and publishers; coordinating the creation of outside resources such as art, music, and cutscenes; and arranging testing and localization.

Driving exploration is critical, but knowing when to stop is also. Product development is exploring with a purpose, delivering value within a set of constraints. Frequent, timeboxed iterations compel the development and product teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because product managers can look at tangible, verifiable results.

Creating an essential intent is hard. It takes courage, insight, and foresight to see which activities and efforts will add up to your single highest point of contribution. It takes asking tough questions, making real trade-offs, and exercising serious discipline to cut out the competing priorities that distract us from our true intention. Yet it is worth the effort because only with real clarity of purpose can people, teams, and organizations fully mobilize and achieve something truly excellent.

No other occupation offers more ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. I drew heavily upon this learning to mold my likeness. From these parts of my life, I distilled the likeness of what I wanted to become: - A man who is dedicated to helping improve the lives of other people - A kind, honest, forgiving, and selfless husband, father, and friend - A man who just doesn’t just believe in God, but who believes God

Life of a software engineer sucks big time during project release. Every single team member contribution is very important. At times, we have to skip breakfast, lunch and even dinner, just to make sure the given ‘TASK’ is completed. Worst thing, that’s the time we get to hear wonderful F* words. It can be on conference calls or on emails, still we have to focus and deliver the end product to a client, without any compromise on quality. Actually, every techie should be saluted. We are the reason for the evolution of Information Technology. We innovate. We love artificial intelligence. We create bots and much more. We take you closer to books. Touch and feel it without the need of carrying a paperback. We created eBook and eBook reader app: it’s basically a code of a software engineer that process the file, keeps up-to-date of your reading history, and gives you a smoother reading experience. We are amazing people. We are more than a saint of those days. Next time, when you meet a software engineer, thank him/her for whatever code he/she developed, tested, designed or whatever he/she did!

A lot of the credit, too, should go to Turing, for developing the concept of a universal computer and then being part of a hands-on team at Bletchley Park. How you rank the historic contributions of the others depends partly on the criteria you value. If you are enticed by the romance of lone inventors and care less about who most influenced the progress of the field, you might put Atanasoff and Zuse high. But the main lesson to draw from the birth of computers is that innovation is usually a group effort, involving collaboration between visionaries and engineers, and that creativity comes from drawing on many sources.

One of the best-known studies of availability suggests that awareness of your own biases can contribute to peace in marriages, and probably in other joint projects. In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency. The bias is not necessarily self-serving: spouses also overestimated their contribution to causing quarrels, although to a smaller contribution to causing quarrels, although to a smaller extent than their contributions to more desirable outcomes. The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions

There’s no question that it’s easier to manage a “fitting-in” culture. You set standards and rules. You lead by “put up or shut up.” But you miss real opportunities—especially helping your team members find their purpose. When you push a “fitting-in culture” you miss the opportunity to help people find their personal drive—what’s coming from their hearts. Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

Take your team’s temperature. Talk to your teammates. Make sure they are happy with what they are doing. Find out if they have questions about what they are doing or why they are doing it, and answer them. If they are unhappy, take remedial action quickly. Steer a steady course. If you change your mind all the time about the team’s priorities or the analyses you’re doing, your team will quickly become confused and demoralized. Know where you’re going and stay your course. If you need an extra day to figure it out, take it. If you need to make a big change, let your team know, explain why, and let people contribute to, or at least see, your thought process.

Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey.

Peopleware. A major contribution during recent years has been DeMarco and Lister's 1987 book, Peopleware: Productive Projects and Teams. Its underlying thesis is that "The major problems of our work are not so much technological as sociological in nature." It abounds with gems such as, "The manager's function is not to make people work, it is to make it possible for people to work." It deals with such mundane topics as space, furniture, team meals together. DeMarco and Lister provide real data from their Coding War Games that show stunning correlation between performances of programmers from the same organization, and between workplace characteristics and both productivity and defect levels. The top performers' space is quieter, more private, better protected against interruption, and there is more of it. . . . Does it really matter to you . . . whether quiet, space, and privacy help your current people to do better work or [alternatively] help you to attract and keep better people?[19]

He generally traveled to Europe four or five times a year. The pharmaceutical empire he ran had research centers in Germany, Switzerland, and France, and huge laboratories and factories in England. It was always interesting coming over here, exchanging ideas with their research teams, and exploring new avenues of marketing, which was his real forte. But this time it was far more than that, far more than just a research trip, or the unveiling of a new product. He was here for the birth of “his baby.” Vicotec. His life’s dream. Vicotec was going to change the lives and the outlook of all people with cancer. It was going to dramatically alter maintenance programs, and the very nature of chemotherapy the world over. It would be Peter’s one major contribution to the human race. For the past four years, other than his family, it was what he had lived for. And undeniably, it was going to make Wilson-Donovan millions. More than that, obviously, their studies had already projected earnings in the first five years to well over a

In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency. The bias is not necessarily self-serving: spouses also overestimated their contribution to causing quarrels, although to a smaller extent than their contributions to more desirable outcomes. The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions.

The word character comes from the Ancient Greek, 'kharakter,' meaning they mark that is left on a coin during its manufacture. Character is also the mark left on you by life, and the mark we leave on life. It's the impact you make when you're here, the trace you leave once you've gone. Character rises out of our values, our purpose, the standards we set ourselves, our sacrifice and commitment, and the decisions we make under pressure, but it is primarily defined by the contribution we make, the responsibility we take, the leadership we show. [...] John Wooden said, 'Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.' Character is forged by the way we respond to the challenges of life and business, by the way we lead our life and teams. If we value life, life values us. If we devalue it, we dishonour ourselves and our one chance at living. THIS is our time. Leadership is surely the example we set. The way we lead our own life is what makes us a leader.

made some teams much better than others. What they found was that individual intelligence (as measured by IQ) didn’t make the big difference. Having a high aggregate intelligence or just one or two superstars wasn’t critical. The groups that surfaced more and better solutions shared three key qualities. First, they gave one another roughly equal time to talk. This wasn’t monitored or regulated, but no one in these high-achieving groups dominated or was a passenger. Everyone contributed and nothing any one person said was wasted. The second quality of the successful groups was social sensitivity: these individuals were more tuned in to one another, to subtle shifts in mood and demeanor. They scored more highly on a test called Reading the Mind in the Eyes, which is broadly considered a test for empathy. These groups were socially alert to one another’s needs. And the third distinguishing feature was that the best groups included more women, perhaps because that made them more diverse, or because women tend to score more highly on tests for empathy. What this (and much more) research highlights is just how critical the role of social connectedness can be. Reading the research, I

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

To me, it’s not that pound dogs don’t have worth, or to be more specific, inherent worth as sled dogs. It’s just that to succeed with them you have to be open to finding their very individualized skill sets, and that’s what we did with all of our rescues. Pong, while she can’t sustain sprint speeds for very long, can break trail at slightly slower speed for hours. Ping’s digestive processes move at a glacial pace, so much so that I think she could put on a few pounds from just a whiff of the food bucked, and this proved valuable when racing in deep-minus temperatures when dogs with higher metabolisms shiver off too much weight. Six, while small, can remember any trail after having only run it once, which I relied on whenever I grew disoriented or got lost from time to time. Rolo developed into an amazing gee-haw leader, turning left or right with precision whenever we gave the commands, which also helped the other dogs in line behind him learn the meaning of these words and the importance of listening to the musher. Ghost excelled at leading of a different sort, running at the front of a team chasing another which is also useful for not burning out gee-haw leaders. Coolwhip’s character trait of perpetually acting over-caffeinated made her invaluable as a cheerleader, where an always barking dog late in a run can, and does spread enthusiasm to the others. And Old Man, well, he was a bit too decrepit to ever contribute much to the team, but he always made me smile when I came out to feed the yard and saw him excitedly carrying around his food bowl, and that was enough for him to earn his keep.

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

A good campaign usually deploys multiple tactics: paid media (TV ads, digital ads, radio ads, print ads), earned media (which is just jargon for public relations), opposition research (a euphemism for digging up dirt on someone), field (canvassing, door knocking, flyers, lit drops, posters, phone calls), lobbying (personal connections in one way or another), and today, perhaps more than anything else, social media. We went at it on every front. I convened a meeting of our senior team every morning at 8 a.m. to discuss what we could to do to drive Anthony from the race. Here’s the best of what we did: Earned media: I kicked things off by saying, on the front page of the New York Times, that if Anthony ran, I’d add an extra $20 million to our campaign budget to ensure that we destroyed his reputation so thoroughly, he’d never be able to run for anything ever again. In retrospect, the threat probably landed harder than I realized because Anthony was already starting to self-destruct. (It wasn’t like what he got caught doing on Twitter didn’t exist in other, pre-Twitter formats before then.) We started exactly where anyone would when it comes to Anthony Weiner: sex. In his time as a member of the House, Anthony had passed all of one bill. And that one illustrious piece of legislation was to give more visas to models. Yep, protecting the rights of hot women was Anthony’s sole achievement in office. That was a good point to make but not an exposé in and of itself. But then our research team noticed something: Anthony had also received campaign contributions from many of the models who received highly coveted H1B visas. Not only was this pay-to-play (give contributions, get government favors), it was illegal.

Staying at home during this COVID-19 lockdown period is an opportunity to go within ourselves, with less distractions to search for our true calling, to search and find as to what contribution can we make to humanity and make the world a better place. We finally have an opportunity to be with ourselves, or by ourselves  because during this lockdown period we are quieter, not out and about everyday shopping, socialising, eating, drinking, going to shows and team sports, being on the treadmill of life etc. We can during this period give ourselves an opportunity to reflect, renew and know ourselves. You have a choice to make now during this lockdow period as to what kind of a person you want to be from now on, also and what kind of future you want to build.  And that, begins in your very homes, with how you treat your family members. This will move in to the post lockdown period as to how you will treat your friends, neighbours and people in your community and general public. How you conduct yourself (with everyone around you) is influencing all of us as Ba Ga Mohlala and Banareng and also reflect as an image of Ba Ga Mohlala and Banareng to the general public. We all feel you and are impacted by your thought streams and actions. Decide to contribute your talents to society to better your community and people around you. And when your society and peole around you are better, you will be fulfilled and you would have contributed to building a better world for all. We need to stay focused and true to the vision that we hold for how we want life for Ba ga Mohlala and Banareng to look over the coming decades, even hundreds and thousands of years to come. Together, we will create a new better word for Ba Ga Mohlala and Banareng. We must be patient, dedicated to our vision and mission and never, ever give up. Together let us to create the path of an empowered future.

n 1985, Bob Munro volunteered his time to go and serve in the poorest slums of Africa on behalf of the United Nations. He loved football. One day, he was passing through the Mathare slums in Nairobi, Kenya, which happens to be one of the poorest areas in the world, and where more than a quarter million people live in abject poverty and filth. He saw some children playing football, bare feet, in total grime— they weren’t actually playing football, but kicking each other. As he saw one of the children kick the other, he immediately shouted, ‘Foul’, and the game stopped. He got out of his car and being the white man, obviously stood out. As an ardent lover of football, he said, ‘This is not the way to play football.’ He took the ball and told the boys, ‘Tomorrow I will bring another ball and teach you how to play football.’ The next day, 600 children were there to play football. He made a rule that only those children who clean up the place be allowed to play. He started a volunteers’ group for self-help and said, ‘Those who want to play football as part of my team must clean up.’ The children got involved and started cleaning the slums, and out of love for football, slowly the entire area was cleaned. As time went by, he developed teams to play. He developed referees from within. Guess what was the result in four years? The Kenyan football eleven national team emerged from the same Mathare slums. Bob Munro has created thousands of football teams from there, but the rules are very unique. The rules are very clear that every player in those football teams must contribute 60 hours to social work and community service per month. Only then can they play football. They get additional points not for winning a game, but for completing a community service project such as cleaning, counselling and helping others. He has created 8,000 volunteers out of this system of community service through the love of football.

Where should we be if every one had his rights? Fancy every one's having a hand in the government? Can you imagine a city ruled by its citizens? Why, the citizens are the team, and the team cannot be driver. To put to the vote is to throw to the winds. Would you have states driven like clouds? Disorder cannot build up order. With chaos for an architect, the edifice would be a Babel. And, besides, what tyranny is this pretended liberty! As for me, I wish to enjoy myself; not to govern. It is a bore to have to vote; I want to dance. A prince is a providence, and takes care of us all. Truly the king is generous to take so much trouble for our sakes. Besides, he is to the manner born. He knows what it is. It's his business. Peace, War, Legislation, Finance--what have the people to do with such things? Of course the people have to pay; of course the people have to serve; but that should suffice them. They have a place in policy; from them come two essential things, the army and the budget. To be liable to contribute, and to be liable to serve; is not that enough? What more should they want? They are the military and the financial arm. A magnificent rôle. The king reigns for them, and they must reward him accordingly. Taxation and the civil list are the salaries paid by the peoples and earned by the prince. The people give their blood and their money, in return for which they are led. To wish to lead themselves! what an absurd idea! They require a guide; being ignorant, they are blind. Has not the blind man his dog? Only the people have a lion, the king, who consents to act the dog. How kind of him! But why are the people ignorant? because it is good for them. Ignorance is the guardian of Virtue. Where there is no perspective there is no ambition. The ignorant man is in useful darkness, which, suppressing sight, suppresses covetousness: whence innocence. He who reads, thinks; who thinks, reasons. But not to reason is duty; and happiness as well. These truths are incontestable; society is based on them.

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

we neared Liverpool’s Lime Street station, we passed through a culvert with walls that appeared to rise up at least thirty feet, high enough to block out the sun. They were as smooth as Navajo sandstone. This had been bored out in 1836 and had been in continuous use ever since, the conductor told me. “All the more impressive,” he said, “when you consider it was all done by Irish navvies working with wheelbarrows and picks.” I couldn’t place his accent and asked if he himself was Irish, but he gave me a disapproving look and told me he was a native of Liverpool. He had been talking about the ragged class of nineteenth-century laborers, usually illiterate farmhands, known as “navvies”—hard-drinking and risk-taking men who were hired in gangs to smash the right-of-way in a direct line from station to station. Many of them had experienced digging canals and were known by the euphemism “navigators.” They wore the diminutive “navvy” as a term of pride. Polite society shunned them, but these magnificent railways would have been impossible without their contributions of sweat and blood. Their primary task was cleaving the hillsides so that tracks could be laid on a level plain for the weak locomotive engines of the day. Teams of navvies known as “butty gangs” blasted a route with gunpowder and then hauled the dirt out with the same kind of harness that so many children were then using in the coal mines: a man at the back of a full wheelbarrow would buckle a thick belt around his waist, then attach that to a rope dangling from the top of the slope and allow himself to be pulled up by a horse. This was how the Lime Street approach had been dug out, and it was dangerous. One 1827 fatality happened as “the poor fellow was in the act of undermining a heavy head of clay, fourteen or fifteen feet high, when the mass fell upon him and literally crushed his bowels out of his body,” as a Liverpool paper told it. The navvies wrecked old England along with themselves, erecting a bizarre new kingdom of tracks. In a passage from his 1848 novel Dombey and Son, Charles Dickens gives a snapshot of the scene outside London: Everywhere

What secrets?” Eena blurted out. Kira answered the question by defensively listing them out on her fingers. “How about the fact that Derian was coming for you in a few short days, or the fact that Gemdorin was forcing you to search for some magic gem we were all unaware existed. How about the knowledge of your unusual powers that you stupidly used to infect the Ghengats, which was also a secret you kept to yourself until it was discovered by Gemdorin, making it too late for us to do anything about preventing you from being beaten half to death! You hide things as if you think your abilities are so superior to what the rest of us can possibly contribute!” Eena shook her head adamantly. “That’s not what I think…” “It’s how you behave. It’s how you come across to everyone. Your selfish actions speak a helluva lot louder than your hollow words or your foolish intentions.” The young queen felt a rise of tears burn her eyes. “My intentions are not foolish. All I ever meant to do was protect those around me.” “By keeping us in the dark? That’s not protection, girl. That’s neglect.” Eena sniffled as fresh waterworks ran down her cheeks. Her face twisted up, confused. “People get hurt when they’re involved in my problems.” “In our problems.” “No! My problems!” she insisted. Kira threw up her arms. “There you go being all selfish again!” Eena sucked in a ragged breath, almost crying out the next question. “How do you figure that’s being selfish? I’m trying to keep everyone safe!” “And what did I just get through telling you about that idiotic notion?” Eena looked up at the ceiling. She raised her palms in frustration as she bawled. “I don’t know what else to do! What do you want from me?” Kira stepped forward and knelt in front of her tortured sister. Her hand rested gently on Eena’s knee as the Mishmorat’s gruff countenance melted. A softer, kinder voice answered the desperate question. “We want you to understand that the world doesn’t rest on your shoulders. You’re only responsible for a small portion of what happens daily on Moccobatra. Life isn’t dependent upon you alone, Sha Eena. It’s dependent upon all of us. We’re a team. We work together doing our own part. We need you to be part of our team, not a single entity existing on your own.

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

The Influence Factor—Do they influence others? The Capacity Factor—Do they have the potential to grow and develop? The Attitude Factor—Do they desire to grow and develop themselves? The Chemistry Factor—Do we like each other? The Passion Factor—Are they self-motivated? The Character Factor—Are they grounded? The Values Factor—Are our values compatible? The Teamwork Factor—Do they work well with others? The Support Factor—Do they add value to me? The Creative Factor—Can they find possibilities in impossibilities? The Option Factor—Can their contribution give me options? The 10 Percent Factor—Are they in the top 10 percent of those on our team?

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

Josh Miller, 22 years old. He is co-founder of Branch, a “platform for chatting online as if you were sitting around the table after dinner.” Miller works at Betaworks, a hybrid company encapsulating a co-working space, an incubator and a venture capital fund, headquartered on 13th Street in the heart of the Meatpacking District. This kid in T-shirt and Bermuda shorts, and a potential star of the 2.0 version of Sex and the City, is super-excited by his new life as a digital neo-entrepreneur. He dropped out of Princeton in the summer of 2011 a year before getting his degree—heresy for the almost 30,000 students who annually apply to the prestigious Ivy League school in the hope of being among the 9% of applicants accepted. What made him decide to take such a big step? An internship in the summer of 2011 at Meetup, the community site for those who organize meetings in the flesh for like-minded people. His leader, Scott Heiferman, took him to one of the monthly meetings of New York Tech Meetup and it was there that Miller saw the light. “It was the coolest thing that ever happened to me,” he remembers. “All those people with such incredible energy. It was nothing like the sheltered atmosphere of Princeton.” The next step was to take part in a seminar on startups where the idea for Branch came to him. He found two partners –students at NYU who could design a website. Heartened by having won a contest for Internet projects, Miller dropped out of Princeton. “My parents told me I was crazy but I think they understood because they had also made unconventional choices when they were kids,” says Miller. “My father, who is now a lawyer, played drums when he was at college, and he and my mother, who left home at 16, traveled around Europe for a year. I want to be a part of the new creative class that is pushing the boundaries farther. I want to contribute to making online discussion important again. Today there is nothing but the soliloquy of bloggers or rude anonymous comments.” The idea, something like a public group email exchange where one can contribute by invitation only, interested Twitter cofounder Biz Stone and other California investors who invited Miller and his team to move to San Francisco, financing them with a two million dollar investment. After only four months in California, Branch returned to New York, where it now employs a dozen or so people. “San Francisco was beautiful and I learned a lot from Biz and my other mentors, but there’s much more adrenaline here,” explains Miller, who is from California, born and raised in Santa Monica. “Life is more varied here and creating a technological startup is something new, unlike in San Francisco or Silicon Valley where everyone’s doing it: it grabs you like a drug. Besides New York is the media capital and we’re an online publishing organization so it’s only right to be here.”[52]

Characteristics of a Team Player We all fit into different niches. Each of us must make the effort to contribute to the best of our ability according to our own individual talents. And then we put all the individual talents together for the highest good of the group. Thus, I valued a player who cared for others and could lose himself in the group for the good of the group. I believe that quality makes for an outstanding player. It is also why the best players don’t always make the best team. I mean by this that a gifted player, or players, who are not team players will ultimately hurt the team, whether it revolves around basketball or business. Understanding that the good of the group comes first is fundamental to being a highly productive member of a team.

One long-serving member notes with derision that his leader’s office sends out points for use in the weekly period when MPs make short ninety-second statements in the parliament about electoral matters. The only challenge here is how you, for example, get “We have stopped the boats” into a contribution noting the success of one of your local netball teams in the regional comp.

THE BEST PLACES TO WORK HAVE IT. THE HIGHEST-PERFORMING teams benefit from it. Because of it, individuals thrive professionally and personally—and teams and organizations flourish in our new economy. The “it” I’m referring to? The climate of your workplace. The feeling. The mood. “It” is the chemistry of how you, your team, and your organization work together. The way your workplace “feels” has a tremendous influence on people’s experience, morale, and performance. People thrive in a climate where they feel valued, where they know their contributions are meaningful, and where their core values are closely aligned with the values and character of their employer. Where they don’t feel valued, meaningful, and aligned . . . they just do their jobs. And today, in a world where opportunities to stand out are everywhere and the next killer idea can come from anywhere, “just doing our jobs” isn’t good enough.

we have discovered the data signature of what we consider the best type of team member. Some might call these individuals “natural leaders.” We call them “charismatic connectors.” Badge data show that these people circulate actively, engaging people in short, high-energy conversations. They are democratic with their time—communicating with everyone equally and making sure all team members get a chance to contribute. They’re not necessarily extroverts, although they feel comfortable approaching other people. They listen as much as or more than they talk and are usually very engaged with whomever they’re listening to. We call it “energized but focused listening.” The best team players also connect their teammates with one another and spread ideas around. And they are appropriately exploratory, seeking ideas from outside the group but not at the expense of group engagement. In a study of executives attending an intensive one-week executive education class at MIT, we found that the more of these charismatic connectors a team had, the more successful it was.

Have you adopted any new ideas or practices generated by your staff and lawyers? Yes. In the pricing area, our policy is that if you come up with a new way to price with the customer, then do it. The young people have come up with ways to use Twitter, for example, to keep up with customers. That comes from the younger people, not from my generation. Over the past fifteen years, we’ve had lots of contributions from staff to keep our model and practices up to date and responsive. Everyone takes this seriously. A couple years ago, someone on staff was talking about a late-night brief or a big project, and two to three other legal assistants stayed until midnight to help this person out. They coined the phrase, “The Summit team runs toward the fire.” If I’m doing something that requires a late-night effort, I don’t have to go to anyone to get permission for help and work and support from others. Another person who doesn’t have anything on the case will run to the project to help out. That happens every single day. The staff sees a problem someone else has, and they run to the problem to help out. This stuff just happens. It’s one of the things I’m most proud of. Many years ago, someone sent an email thanking other people for helping. No one officially adopted the practice, but somebody did it, and it was rewarded, and now whenever someone does something they should be congratulated for, someone sends an email to everyone in the firm praising the efforts of that person to everyone else in the firm. Those emails fly around Summit on a daily basis. That has the impact of encouraging supportive behavior and making it part of the way Summit operates.

oday so many children aren't involved in their families' lives. Let's change that! Get them active in your family. Start by creating times for sharing and conversation.. .at the dinner table. Turn off the TV, all phones (including cells), and any other distractions. Toward the end of the meal, ask everyone this question: "What's the best thing that happened to you today?" Make dinnertime fun. Find out what's happening in your children's hearts and lives, and let them know what's happening in yours. Honor jobs well done, good grades, and positive contributions to the family and community. love having family pictures all over the house. It's a great way to promote family identity. Do team sports together. Have a family night out every now and then. The apostle Paul says, "If you have any encouragement from being united with Christ. . .then make my joy complete by being like-minded, having the same love, being one in spirit and purpose" (Philippians 2:1-2). hen was the last time you did something really special to say "I love you" to your husband or boyfriend? In the morning, tell your husband, "Honey, tonight is a special evening-just for the two of us." Then get busy. Set up a card table on your patio or deck-or even in the living room. Get out a beautiful tablecloth, your best napkins, flowers, and candles! Fix him his favorite meal and your best dessert, put on some soft romantic music, give yourself enough time to look your best, and you're all set for when he gets home. He'll feel like a king and know he's a top priority in your life.

Bakke recounts an earlier anecdote that explains how his view on work was shaped from early childhood—one of a strand of many experiences that would determine his vocation to create organizations that make work fun and fulfilling: On this particular day, my mother had organized the evening work in her usual style. The kitchen was abuzz with activity. I was 16 years old and charged with cooking creamed peas for supper. My younger brother was carrying wood from the shed to the storage area next to the kitchen. Kenny’s older sisters [Kenny and his sisters were foster children at the Bakke home] were clearing dirty cooking dishes and setting the table with dinner ware. …. No one was paying attention to Kenny. …. Suddenly the two-year-old … picked up the spoon on his tray. “I want jobs, I want jobs, I want jobs,” he chanted as he pounded his spoon. I think this little guy with a crooked smile and troubled past was saying, “I want to contribute. I can make a difference. I want to be part of the team. I’m somebody. I want to have fun working, too!” Over the years, I have reflected on that moment and come to believe that it captures the early and substantial influence Mom had on my concept of fun in the workplace. Somehow, she created an environment in which everyone was energized, not from fear of punishment or promise of reward, but from a desire to accomplish something positive. She had unbridled confidence in our ability to accomplish the tasks at hand. … She gave us enormous freedom to work and make decisions. Somehow she made work so attractive that even an abused two-year-old wanted desperately to pitch in for the sheer joy and excitement of it.41

The farmer pulled up to the mews at the back of the hospital. The first inkling Longmore had that it was going to be a long night was when Thompson, the head porter, called him. 'Mr Longmore, is that pig in a Land Rover in the mews anything to do with you?' 'Yes, it is.' 'Well, it has just got out and turned left along Wimpole Street.' Reluctant to make its own valuable contribution to medical progress, the pig had escaped. It is surprising how fast a pig can run, especially when its life is at stake. Still dressed in their operating theatre gowns, caps, masks and boots, the entire surgical team gave chase. The pig ran as fast as its little legs could carry it, but was no match for London's finest heart surgeons, who eventually caught it halfway up the road.

Someone has likened Christians to ballplayers on a team. Every member of the lineup is expected to take his turn at bat and do his best to get on base. Though some may make their major contribution in some other way such as pitching or fielding, all are expected to try to get a hit. Two or three players may have the ability to hit the long ball, but all members of the team try to single their way on base. On the Christian team, every believer is expected to try to connect in every area of Christian living. True, some believers may have special abilities in certain areas, but this does not excuse every believer from taking his turn at the plate and doing his best. Every believer must witness, show mercy, give, and obey every command, though only some may have Spirit-given endowments for particular Christian services.

Football teams, like businesses, don’t win only because of the strategy or the equipment they wear or because of the size and girth of their leaders; they also win because of their coaches giving them courage, direction and the inspiration to go out onto the field in the first place. I think we don’t give enough credit to fuzzy things; the abstract contribution of our business coaches.

Auren Uris, a highly respected researcher and writer in the fields of human resources and management, supports the importance of small teams. He writes, “There is growing evidence that the most creative problemsolving or decisionmaking will occur in small, odd-numbered groups (5, 7, 9).” He advises, “If you want originality and creative contributions, . . . keep the group small. Five people is the number many researchers suggest for optimum efficiency, freedom of exchange and cooperation.”[5]

In 2005 scientists published the results of a number of experiments that indicated that humans are still evolving. In one case, a team of geneticists led by Bruce Lahn at the University of Chicago offered proof that the human brain has been continuously evolving since Homo Sapiens first appeared. The scientists looked at two genes known as microcephalin and ASPM, both of which are known to contribute to brain growth. (They are also expressed in other tissue in the body.) The geneticists sequenced DNA from a collection of human cells that represents the variation in our species, and they found that one variation of each gene, called an allele, occurred with particularly high frequencey. The fact that the alleles seemed to occur more normal genetic drift would allow suggests that they have been actively selected over time. The scientists believe that the frequent allele of microcephalin appeared around thirty-seven thousand years ago and the frequent allele of ASPM appeared only fifty-eight hundred years ago. It's not known what effect these variations of these genes have, or why they were selected. They could have shaped cognition, as Lahn argues. Other scientists suggest the genes could have had some other effect on the brain that doesn't directly impact thought.

In 2005 scientists published the results of a number of experiments that indicated that humans are still evolving. In one case, a team of geneticists led by Bruce Lahn at the University of Chicago offered proof that the human brain has been continuously evolving since Homo Sapiens first appeared. The scientists looked at two genes known as microcephalin and ASPM, both of which are known to contribute to brain growth. (They are also expressed in other tissue in the body.) The geneticists sequenced DNA from a collection of human cells that represents the variation in our species, and they found that one variation of each gene, called an allele, occurred with particularly high frequencey. The fact that the alleles seemed to occur more than normal genetic drift would allow suggests that they have been actively selected over time. The scientists believe that the frequent allele of microcephalin appeared around thirty-seven thousand years ago and the frequent allele of ASPM appeared only fifty-eight hundred years ago. It's not known what effect these variations of these genes have, or why they were selected. They could have shaped cognition, as Lahn argues. Other scientists suggest the genes could have had some other effect on the brain that doesn't directly impact thought.

Dear Mrs. Wellington: I am interested in applying for the position with Beachwear International as Purchasing Manager and have enclosed my résumé for your review. I am certain that I can be a valuable asset to your team and meet and exceed the goals and objectives for this position. I respect your time and feel confident that my value, past achievements, and ability to contribute are well outlined in my résumé. If you feel, as I do, that I would be a significant member of your professional staff, I would welcome an interview at your earliest convenience. Thank you for your consideration, and I look forward to hearing back from you.

Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie

Grove encourages his people to work in small, autonomous work units in which everyone understands the system and their role in it. Each person contributes their knowledge, expertise and creativity. Team members are trained and motivated to produce to the best of their capacity. When crises arise, the team willingly puts in the extra time, energy and brain power to meet and beat the problems faced.

To respect someone in a team setting means to show honor and esteem for his or her contribution. We must acknowledge that we need one another and we must show equal concern for every member. If one member suffers, we all suffer. If one member is honored, we are all honored. We are a team.

In the world of teams and teamwork I often find the belief that to work and communicate effectively, team members must be close comrades. In fact, this is a common misperception. Although team members don't need to know one another very well personally to perform as a team, they do need to know one another's abilities and potential contributions.

1. You might want to perform an audit of the paperwork your sales team is required to fill out to determine whether it is actually needed to produce sales. If it does not directly contribute to sales, get rid of it. If the paperwork is providing the company with necessary information, analyze how you can go about obtaining that information without burdening the sales team. By removing that burden from the sales team, could you see a pickup in selling time that will translate to an increase in sales?   2. Have you had to reduce territories, products, or rep income? What was the effect on your team?   3. Do you allow your team members the right to fail? What constitutes too much failure for an individual, and where do you draw the line? How do you communicate your policy to maintain a consistent message that is seen as fair and reasonable by your sales team?

Workplace optimism is simply a place to start to make a difference for your people and for the business. It’s a leadership opportunity that can turn work into a contribution to people’s lives. Additionally, it can positively shape how people view and experience working on your team or in your company.

There might be exceptions—and if so, you might rethink their employment—but few people really want to be mediocre. Most of your team members want to make a valued contribution—to find purpose in their work.

Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team.

Good Things Happen to Big-Thinking People A tourist walked down a pier and watched a fisherman pull in a large fish, measure it, and throw it back. He caught a second fish, smaller this time, he measured it, and put it in his basket. Oddly, all fish over 10 inches, he discarded. The smaller ones, he kept. Someone asked him, “why?” The fisherman said, “Because my frying pan only measures 10 inches.” Is that foolish? Of course it is, but it’s no more so than when we throw away the biggest ideas and most beautiful dreams that come into your mind simply because your experience is too limited. Start growing now. Start thinking. Big things happen to big-thinking people. You can become the team you want to be. It’s possible. Every man must make his contribution.

I'm sick of you all acting like I'm this English freak raining on your little math-science parade. Sung seems to think my contribution to this team is a little less than everyone else's." "Anyone can memorize book titles!" Sung shouted. "Oh, please.Like I care what you think? You don't even know the difference between Keats and Byron.

It takes time to earn trust and it takes time to learn to be open enough to work in at team in an effective way so that every contribution is "valuable" regardless of your personal opinion.

There is a level of interdependence that is needed in a marriage relationship, where both spouses realize they are part of a team and they are both contributing to making the other stronger than either one of them could be on his or her own. “We” becomes more important in marriage than “I.

For example, Nelson Mandela spent twenty-seven years in jail becoming an Essentialist. When he was thrown in jail in 1962 he had almost everything taken from him: his home, his reputation, his pride, and of course his freedom. He chose to use those twenty-seven years to focus on what was really essential and eliminate everything else—including his own resentment. He made it his essential intent to eliminate apartheid in South Africa and in doing so established a legacy that lives on today. Creating an essential intent is hard. It takes courage, insight, and foresight to see which activities and efforts will add up to your single highest point of contribution. It takes asking tough questions, making real trade-offs, and exercising serious discipline to cut out the competing priorities that distract us from our true intention. Yet it is worth the effort because only with real clarity of purpose can people, teams, and organizations fully mobilize and achieve something truly excellent.

In all of the elite companies studied, Level 5 Leaders were in charge when they made the leap from good to great. Level 5 Leadership refers to a type of leader who is not only a highly capable individual, team player, and manager, but also embodies two essential traits: personal humility and the will to do whatever it takes to get results. Level 5 Leaders are quiet, modest, self-effacing, even reserved. They lack over-sized egos or inflated sense of self-importance. Level 5 Leaders are driven to create great results. They are not afraid to make difficult or unpopular decisions if it will better their company. While Level 5 Leaders demonstrate tenacious ambition and will to succeed, they do not devote this energy for their own benefit but instead drive it towards the company’s success. In contrast, the outsized egos and self-serving nature of the “control set” executives contributed to the deaths of their own companies. When good results happen, Level 5 Leaders credit good luck. When results are disappointing, Level 5 Leaders blame only themselves and take responsibility. Other leaders credit themselves when good results come and blame luck or other people for failures. Level 5 Leaders make sure their companies maintain excellence by setting up competent successors who will push their companies to even greater heights. In contrast, other types of managers often leave gaping holes in leadership once they retire. An unexpected finding showed that a majority of the great CEOs were home-grown. In contrast, “celebrity” executives brought into a company have shown to cause more harm than good. It is incredibly detrimental for a company to elect an ego-driven and self-serving CEO instead of a Level 5 Leader. Potential Level 5 Leaders are all around us, and it is possible for one to become a Level 5 leader by embodying their basic traits.

Knowing one another and appreciating each person’s contributions grease the wheels of progress on a team. How do we know what makes each other tick? By taking time to hear each other’s stories. In staff meetings or during an hour over coffee, we can find out more about someone’s heart and experiences than we could learn in years of sitting in meetings together.