Empower Your Team Quotes

We've searched our database for all the quotes and captions related to Empower Your Team. Here they are! All 100 of them:

They'll say you are bad or perhaps you are mad or at least you should stay undercover. Your mind must be bare if you would dare to think you can love more than one lover.
David Rovics
It's better to prepare than to repair.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Strength through Faith. Empower your supporters and gain strength in them. Pray for safety, strength, and blessings for all who help you succeed. - Strong by Kailin Gow
Kailin Gow
Be a team player, not a bandwagon jumper.
Aaron Lauritsen (100 Days Drive: The Great North American Road Trip)
What’s true for a teammate is also true for the leader: If you don’t grow, you gotta go.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
For the person trying to do everything alone, the game really is over. If you want to do something big, you must link up with others. One is too small a number to achieve greatness. That’s the Law of Significance.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Good things happen to a team when a player takes the place where he adds the most value. Great things happen when all the players on the team take the role that maximizes their strengths—their talent, skill, and experience.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Because as the challenge escalates, the need for teamwork elevates.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
A great dream with a bad team is nothing more than a nightmare.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Effective teams have teammates who are constantly talking to one another.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
See the big picture. Your place on the team makes sense only in the context of the big picture. If your only motivation for finding your niche is personal gain, your poor motives may prevent you from discovering what you desire.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
distinct vision, a precise plan, plenty of resources, and incredible leadership, but if you don’t have the right people, you’re not going to get anywhere.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
You lose the respect of the best when you don’t deal properly with the worst.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
Nothing much happens without a dream. For something really great to happen, it takes a really great dream.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
You can't take your old organization based on feature teams, roadmaps, and passive managers, then overlay a technique from a radically different culture and expect that will work or change anything.
Marty Cagan (Empowered: Ordinary People, Extraordinary Products)
If you keep nonproductive people, the productive ones become frustrated and leave. If you remove the people who don’t add value, then the whole team gets better. It’s just like trimming trees: If you don’t cut the deadwood, eventually the whole tree falls. But if you remove the deadwood, the tree becomes healthier, the healthy branches produce more, and there’s room for productive new branches on the tree.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Philanthropist Andrew Carnegie declared, “It marks a big step in your development when you come to realize that other people can help you do a better job than you could do alone.” To do something really big, let go of your ego, and get ready to be part of a team.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Individuals score points, but teams win games. In The 17 Indisputable Laws of Teamwork, individuals will learn how to score more points so their teams will win more games.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
A sign of a great team leader is the proper placement of people.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
Individuals play the game, but teams win championships.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
If you think you are the entire picture, you will never see the big picture.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Hold fast to dreams for when dreams go, Life is a barren field frozen with snow.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
The road to the next level is always uphill, and if a team isn’t intentionally fighting to move up, then it inevitably slides down.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Winning teams have players who make things happen.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
You can’t take the team to the next level when you haven’t mastered the skills it takes to succeed on a personal level.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
the strength of the team is impacted by its weakest link.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
What happens to a team when one or more of its members constantly play out of position? First, morale erodes because the team isn’t playing up to its capability. Then people become resentful.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
To win in sports, members of the team must always keep the big picture in front of them. They must remember that the goal is more important than their role—or any individual glory they may desire.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
what gets rewarded gets done. If you praise and honor the people who epitomize the values of the team, those values get embraced and upheld by other members of the team. There is no better reinforcement.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
One mistake I’ve seen people repeatedly make is that they focus too much attention on their dream and too little on their team. But the truth is that if you build the right team, the dream will almost take care of itself.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
NBA superstar David Robinson remarked, “I think any player will tell you that individual accomplishments help your ego, but if you don’t win, it makes for a very, very long season. It counts more that the team has played well.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Winning teams have players who put the good of the team ahead of themselves. They want to play in their area of strength, but they’re willing to do what it takes to take care of the team. They are willing to sacrifice their role for the greater goal.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
leadership is about empowering other people as a result of your presence—and making sure that impact continues into your absence.1 Your job as a leader is to create the conditions for the people around you to become increasingly effective, to help them fully realize their own capacity and power. And not only when you’re in the trenches with them, but also when you’re not around, and even (this is the cleanest test) after you’ve permanently moved on from the team.
Frances Frei (Unleashed: The Unapologetic Leader's Guide to Empowering Everyone Around You)
Nobody is a whole team . . . We need each other. You need someone and someone needs you. Isolated islands we’re not. To make this thing called life work, we gotta lean and support. And relate and respond. And give and take. And confess and forgive. And reach out and embrace and rely . . . Since none of us is a whole, independent, self-sufficient, super-capable, all-powerful hotshot, let’s quit acting like we are. Life’s lonely enough without our playing that silly role. The game is over. Let’s link up.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
13 core principles of managing: 1. Make a personal connection first; everything else follows. 2. There is only one team rule. (Respect 90) 3. Freedom is empowering. 4. Never hold a team meeting in your home clubhouse. 5. Do not have a fine system. 6. Wear whatever you think makes you look hot. 7. Empower your coaches. 8. But don’t allow your coaches—or veterans—to be harsh on young players. 9. Question data with feel. 10. Pregame work is excessive. 11. Keep signs simple and to a minimum. 12. A lineup card is all a manager needs in the dugout. 13. Forget “The Book.” Making the first or third out at third base is okay.
Joe Maddon
Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.
Steve Murrell (WikiChurch: Making Discipleship Engaging, Empowering, and Viral)
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.
Pekwa Nicholas Mohlala
THE ORIGIN OF INTELLIGENCE Many theories have been proposed as to why humans developed greater intelligence, going all the way back to Charles Darwin. According to one theory, the evolution of the human brain probably took place in stages, with the earliest phase initiated by climate change in Africa. As the weather cooled, the forests began to recede, forcing our ancestors onto the open plains and savannahs, where they were exposed to predators and the elements. To survive in this new, hostile environment, they were forced to hunt and walk upright, which freed up their hands and opposable thumbs to use tools. This in turn put a premium on a larger brain to coordinate tool making. According to this theory, ancient man did not simply make tools—“tools made man.” Our ancestors did not suddenly pick up tools and become intelligent. It was the other way around. Those humans who picked up tools could survive in the grasslands, while those who did not gradually died off. The humans who then survived and thrived in the grasslands were those who, through mutations, became increasingly adept at tool making, which required an increasingly larger brain. Another theory places a premium on our social, collective nature. Humans can easily coordinate the behavior of over a hundred other individuals involved in hunting, farming, warring, and building, groups that are much larger than those found in other primates, which gave humans an advantage over other animals. It takes a larger brain, according to this theory, to be able to assess and control the behavior of so many individuals. (The flip side of this theory is that it took a larger brain to scheme, plot, deceive, and manipulate other intelligent beings in your tribe. Individuals who could understand the motives of others and then exploit them would have an advantage over those who could not. This is the Machiavellian theory of intelligence.) Another theory maintains that the development of language, which came later, helped accelerate the rise of intelligence. With language comes abstract thought and the ability to plan, organize society, create maps, etc. Humans have an extensive vocabulary unmatched by any other animal, with words numbering in the tens of thousands for an average person. With language, humans could coordinate and focus the activities of scores of individuals, as well as manipulate abstract concepts and ideas. Language meant you could manage teams of people on a hunt, which is a great advantage when pursuing the woolly mammoth. It meant you could tell others where game was plentiful or where danger lurked. Yet another theory is “sexual selection,” the idea that females prefer to mate with intelligent males. In the animal kingdom, such as in a wolf pack, the alpha male holds the pack together by brute force. Any challenger to the alpha male has to be soundly beaten back by tooth and claw. But millions of years ago, as humans became gradually more intelligent, strength alone could not keep the tribe together.
Michio Kaku (The Future of the Mind: The Scientific Quest to Understand, Enhance, and Empower the Mind)
Everybody on a championship team doesn’t get publicity, but everyone can say he’s a champion.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
President Abraham Lincoln once remarked, “Nearly all men can stand adversity, but if you want to test a man’s character, give him power.” Few people have more power than an American president. Being the so-called leader
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
The one thing you need to know about teamwork is that there is more than one thing you need to know about teamwork.
John C. Maxwell (The 17 Indisputable Laws of Teamwork Workbook: Embrace Them and Empower Your Team)
Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide
Anonymous
Most people’s natural inclination is to judge themselves according to their best qualities while they measure others by their worst. As a result, they point to areas where their teammates need to grow. But the truth is that every person is responsible for his own growth first.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster.  So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project.
G. Harver (Lean Six Sigma For Beginners, A Quick-Start Beginner's Guide To Lean Six Sigma ! -)
Authentic leaders, such as Mulcahy, recognize the collective power of an empowered team far exceeds that of any single individual, and they rally teams around a common cause.
Bill George (Discover Your True North)
When individuals and teams within an organization achieve data fluency, unproductive discussions about “where did that data come from?” and “what does that value mean?” are exchanged for deeper discussions about key organizational goals and metrics. Data
Zach Gemignani (Data Fluency: Empowering Your Organization with Effective Data Communication)
Just as personal values influence and guide an individual’s behavior, organizational values influence and guide the team’s behavior.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Great vision precedes great achievement.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
The winner’s edge is in the attitude, not aptitude.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
If everyone doesn’t pay the price to win, then everyone will pay the price by losing.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Every human being has value, and every player on a team adds value to the team in some way.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, “People and organizations don’t grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.” Good leaders seldom restrict their teams; they release them.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Everyone is important, but everyone isn’t equal. The person with greater experience, skill, and productivity in a given area is more important to the team in that area.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
How Much Money Can We Afford To Give To Charity? Knowing how much money you can safely give to charity is challenging for everyone. Who doesn’t want to give more to make the world a better place? On the other hand, no one wants to become a charity case as a result of giving too much to charity. On average, Americans who itemize their deductions donate about three or four percent of their income to charity. About 20% give more than 10% of their income to charity. Here are some tips to help you find the right level of donations for your family: You can probably give more than you think. Focus on one, two or maybe three causes rather than scattering money here and there. Volunteer your time toward your cause, too. The money you give shouldn’t be the money you’d save for college or retirement. You can organize your personal finances to empower you to give more. Eliminating debt will enable you to give much more. The interest you may be paying is eating into every good and noble thing you’d like to do. You can cut expenses significantly over time by driving your cars for a longer period of time; buying cars—the transaction itself—is expensive. Stay in your home longer. By staying in your home for a very long time, your mortgage payment will slowly shrink (in economic terms)with inflation, allowing you more flexibility over time to donate to charity. Make your donations a priority. If you only give what is left, you won’t be giving much. Make your donations first, then contribute to savings and, finally, spend what is left. Set a goal for contributing to charity, perhaps as a percentage of your income. Measure your financial progress in all areas, including giving to charity. Leverage your contributions by motivating others to give. Get the whole family involved in your cause. Let the kids donate their time and money, too. Get your extended family involved. Get the neighbors involved. You will have setbacks. Don’t be discouraged by setbacks. Think long term. Everything counts. One can of soup donated to a food bank may feed a hungry family. Little things add up. One can of soup every week for years will feed many hungry families. Don’t be ashamed to give a little. Everyone can do something. When you can’t give money, give time. Be patient. You are making a difference. Don’t give up on feeding hungry people because there will always be hungry people; the ones you feed will be glad you didn’t give up. Set your ego aside. You can do more when you’re not worried about who gets the credit. Giving money to charity is a deeply personal thing that brings joy both to the families who give and to the families who receive. Everyone has a chance to do both in life. There Are Opportunities To Volunteer Everywhere If you and your family would like to find ways to volunteer but aren’t sure where and how, the answer is just a Google search away. There may be no better family activity than serving others together. When you can’t volunteer as a team, remember you set an example for your children whenever you serve. Leverage your skills, talents and training to do the most good. Here are some ideas to get you started either as a family or individually: Teach seniors, the disabled, or children about your favorite family hobbies.
Devin D. Thorpe (925 Ideas to Help You Save Money, Get Out of Debt and Retire a Millionaire So You Can Leave Your Mark on the World!)
The current dynamic is a power struggle where brands and teams, leagues, coaches, and agents basically have the mindset that they are the saviors to athletes, instead of presenting themselves as they truly are; a springboard for athletes to showcase their abilities.
Michael McGinnis (GPS Guide for Athletes and Those Who Surround Them: How to Empower Your Sports Goals, Navigate the Process, and Steer Toward Success)
Empowered Liveability is a trusted and one of the first companies providing complete disable housing solutions in Brisbane, Australia. We offer affordable SDA housing Brisbane with a full-service solution for your accessible housing needs with a separate room for support workers or live-in carers. Empowered Liveability believes that every person with a disability has a right to live their life at the fullest and we made it our mission to provide them with stunning homes to access independent and sustainable housing tailored to their needs. Whether you are building a home for yourself or your loved one, connect to NDIS housing Brisbane with our team to have perfect solutions for NDIS housing, Brisbane families can contact us at 1300-974-912.
Empowered Liveability
He who thinks he leads, but has no followers, is only taking a walk.” If you can’t influence others, they won’t follow you.
John C. Maxwell (Ultimate Leadership: Maximize Your Potential and Empower Your Team)
Keep in mind that there will never be a single “perfect” team topology for your organization.
Marty Cagan (Empowered: Ordinary People, Extraordinary Products)
Stand alone when it is to your benefit, with others when it is to your advantage, and with everyone when it is to your empowerment.
Matshona Dhliwayo
A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Believe in yourself, the organization you represent, its products and services, and the team you work with. Sales is not about making a sale; it’s about creating a relationship. The more relationships you have, the bigger your network. The bigger your network, the bigger your net worth. In sales, 70 percent of the time you are listening, and 30 percent of the time you are asking questions, which means there is no time for talking. It’s not about you, your product or service, or your brand. It’s all about the buyer, and when you are buyer focused, you facilitate the buying process and empower them to buy.
Hal Elrod (The Miracle Morning for Salespeople: The Fastest Way to Take Your SELF and Your SALES to the Next Level)
If you want a small team whose members are focused on a mission, empowered to make hard decisions, and dedicated to running fast in service of your customers, then a leader is critical. We call such leaders “single-threaded” because they wake up in the morning with only one thing on their mind—how their team can win.
Jeff Lawson (Ask Your Developer: How to Harness the Power of Software Developers and Win in the 21st Century)
Nurturing a team that allows for diverse points of view begins with the hiring process where you consider your team as a portfolio of strengths and backgrounds.
Marty Cagan (Empowered: Ordinary People, Extraordinary Products)
Being a Connected Leader transforms loved ones into soul mates, families into havens, groups into cohesive teams, and workplaces into gateways that usher us and those we serve into possibility.
Karen Joy Hardwick (The Connected Leader: 7 Strategies to Empower Your True Self and Inspire Others)
During this session, you'll hear about issues or obstacles, and you'll coach on the best way to handle them. In some cases, you'll need to help by talking to a key stakeholder, or finding an additional engineer, or talking to another team about their need to help with a problem, or a hundred similar things. Please don't confuse this with command‐and‐control management. You are not taking over control and telling the teams what to do—you are responding to their requests for help. It's more accurately described as servant leadership and you're being asked to help remove an impediment.
Marty Cagan (Empowered: Ordinary People, Extraordinary Products)
consistent with their culture and context. Localizing the principle is an incredibly powerful technique to create ownership, pride, and sticky customer (and employee) experiences. It’s not easy for your competitors to mimic because they can’t just copy a best practice—it requires careful leadership work to align the principles with your strategic goals and then the local creativity from empowered team members to Practice the Principle in ways that are relevant and make sense.
Karin Hurt (Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates)
Hire Top Mobile App Developers India - Omninos Solutions Unlock the power of innovation with Omninos Solutions, your gateway to top-tier mobile app developers in India. We breathe life into your ideas, crafting cutting-edge apps that redefine the digital landscape. Harness the expertise of our passionate team and let's shape the future together. Elevate your business, empower your brand, and succeed with us.
Omninos Solutions
Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.
shree sivabalaaji steels
At OneMSP, our mission is to empower businesses with technology to thrive. We achieve this by being relatable, engaging and fast, and by always doing the right thing. OneMSP makes technology the driving force behind business growth but without the jargon. Imagine having an IT provider totally invested in you and your people, who'll provide transformational IT services elevating your team, and business. Discover the difference with our unique approach to IT services. We’ll guide you away from firefighting and short-term struggles and give you concrete, clear, effective IT solutions to drive your success!
OneMSP
Commander’s intent empowers each person on a team to initiate and improvise as they’re executing the plan. It stops you from being the bottleneck, and it enables the team to keep each other accountable to the goal without your presence.
Shane Parrish (Clear Thinking: Turning Ordinary Moments into Extraordinary Results)
What often fails to be appreciated by everybody is just how significant an act of leadership it is, simply to give somebody your undivided attention for a while.
Nick Robinson (Great One-on-One Meetings for Busy Managers: Manage your team in a way that's empowering for them and dependable for you (Great Management Book 1))
At the heart of Amazon’s scale are small teams with empowered, mission-driven leaders. In essence, a collection of startups.
Jeff Lawson (Ask Your Developer: How to Harness the Power of Software Developers and Win in the 21st Century)
ABOUT MATIYAS We are an enthusiastic and energetic establishment dedicated to bringing automation and transforming business processes digitally. We understand the value of technological advancements for increasing productivity and enhancing quality, and our in-house teams of dedicated professionals offer various services to achieve this objective effectively. Matiyas digital solutions help to streamline manufacturing business functions, increase profitability, automating efforts and increase the quality of production. Our Customized manufacturing digital solutions can assist you to address all the hurdles that occur during the manufacturing process. You can have complete control over the manufacturing process by handling inventory management and supply chain management effectively. At Matiyas, we are committed to bringing digital transformation in manufacturing through advanced solutions and excellent services Matiyas is providing industry 4.0 digital solutions to: • Oil & Gas • Cement Manufacturing • Electronics Manufacturing • Industrial Machinery and Equipment • Steel Manufacturing • Plastic Manufacturing • Packaging Manufacturing • Power Plants • Pharmaceutical • Fast Moving Consumer Goods (FMCG) • Medical Devices Industry • EPC Our digital solutions empower the manufacturers to closely supervise each and every stage of the manufacturing process and gives the absolute control over it, as a result you observe an ample reduction in wastage and material exchange possibilities which not only improves production quality but quantity too. We understand the major problems manufacturing businesses come across and we tailor best manufacturing digital solutions accordingly. HOW OUR MANUFACTURING DIGITAL SOLUTIONS CAN BENEFIT YOUR ORGANIZATION? Increased ROI Reduced Operational Costs & Optimize Operations Enhanced Resource Utilization & Reduced Overheads Deeper insights about your supply chains & production Improved Agility, Higher productivity Easier Collaboration Accountability and transparency And Many More .... Matiyas Digital Solutions: Inventory Management, Procurement Management, Selling Management, Production Management, Retail POS Management, Manufacturing Management, Project Management, Customer Relationship Management, Accounting & Finance Management, Human Capital Management, Assets Management, Quality Management, Ecommerce, Website, Hospital Management Information System HMIS, Education Management and many more… Matiyas Offices: India, Oman, Kuwait, Canada, UAE, Armenia, Africa, Egypt Interested to Automate and Collaborate Effectively Through Our Custom Digital Solutions?
Customized Manufacturing ERP Solutions Bringing Automation. Enhancing Productivity.
Feedback is empowering your team to ask questions, make suggestions, raise concerns, and/or challenge ideas.
Nick Chellsen (A Leader Worth Imitating: 33 Leadership Principles From the Life of Jesus)
You gain more respect as a leader when you admit you don’t have all the answers,” says Steve Kerr, the coach of the championship Golden State Warriors basketball team. “It can actually add to your credibility.
Don A. Moore (Decision Leadership: Empowering Others to Make Better Choices)
Said differently, in the modern work environment, the cycle of learning, unlearning, and learning again demands that workers embrace their agency to act and work in ways that make them more creative, more productive, and more fully human. Workplace leaders must risk the vulnerability to admit they don't have all the answers and willingness to discover together with their teams. The honest and fearless embrace of your own vulnerability builds the psychological safety that enables your team to be active, adaptive learners.
Heather E McGowan (The Empathy Advantage: Leading the Empowered Workforce)
Fellas, things are going to change. I know how bad DeMatha’s teams have been during these last few years, but that’s over with. We’re going to win at DeMatha and we’re going to build a tradition of winning. Starting right now . . . But let me tell you how we’re going to do it. We’re going to outwork every team we ever play . . . With a lot of hard work and discipline and dedication, people are going to hear about us and respect us, because DeMatha will be a winner.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
H. I. QUESTIONS FOR TEAM LEADERS Are you comfortable with the fact that your team will only be as good as the leadership you provide? Where are you in the process of moving from individual producer to leading through a team? In which of the five key responsibilities of a leader do you excel? Which of the five key responsibilities of a leader need more of your attention? Are you willing to dialogue with your team on these issues so that you can be a better leader for them? Are you flying at the correct altitude for your leadership role? LEADER’S SCORECARD Give yourself a grade (A, B, or C) in the following areas: _____I have made the transition from independent producer to leading through a team. _____I am flying at the right altitude. _____I am intentional in my spiritual life. _____I am intentional in my family life. _____I have intentional growth in my professional life. _____I manage my “dark side.” _____I regularly keep the mission in front of my team. _____I constantly ask questions. _____I regularly take time away to think. _____My team members are in the right seats. _____I provide maximum missional clarity to the team. _____I empower staff rather than control or micromanage them. _____I intentionally mentor/coach my team members (at least monthly). _____I have an intentional plan to develop new leaders. _____Mobilization of resources is high on my list. _____My schedule is designed to allow me to lead with excellence.
T.J. Addington (Leading from the Sandbox: How to Develop, Empower, and Release High-Impact Ministry Teams)
Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
There is nothing that will empower and encourage your team more than to know you listen to them.
Tim Stevens (Fairness Is Overrated: And 51 Other Leadership Principles to Revolutionize Your Workplace)
If a team is to accomplish its goals, it has to know where it stands.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Better players make you a better player.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
What you believe identifies who you are.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
When you do well, you think it’s worth it. When you sacrifice so much and you finally do well, it feels really good.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.
Robert S. Kaplan (What You Really Need to Lead: The Power of Thinking and Acting Like an Owner)
38. No One Cares How Much You Know Until They Know How Much You Care My SAS patrol sergeant Chris Carter was the living embodiment of this advice, and if you are ever in a position of leading a team or managing people, following his selfless example will help you become a better leader and enable your team to achieve more. Can you imagine how I felt after Chris had let me drink his last drops of water? Gratitude doesn’t come close. One of the regiment’s toughest, most hardened of soldiers was showing that he was looking out for me way beyond the call of duty. And once I had been shown how much he cared, I knew that, in return, I would never let him, or the regiment, down. That simple act of kindness, of caring, is always at the heart of great brotherhoods. Call it what you will: camaraderie, shared purpose. The end product was that here was a man I would work my guts out for. And that made us all stronger. Ditto, on a mountain: the most important bit of kit or resource on any expedition is always the human asset. When valued and empowered, humans have proved they can truly overcome the impossible and scale the unconquerable. But first we have to be valued and empowered. The real value of a team is never in the flash hi-tech equipment or branded sponsors. It’s the people and the relationships between them. As a leader, in whatever field, it is one thing for your team to see how much you know, but that knowledge isn’t what will make your team great. What makes the critical difference is how you use that knowledge. Do you use it to empower and support those around you? Do you value others above yourself? Is your ego small enough, and your backbone strong enough, to raise others up high on your shoulders? If you let people know, through your words and actions, that they really matter, that their work matters, that their wellbeing matters to you, then they will go to the ends of the Earth for you. Why? Because they know they can trust you to use all your knowledge, skills and power to support and encourage them. You see, no one cares how much you know until they know how much you care.
Bear Grylls (A Survival Guide for Life: How to Achieve Your Goals, Thrive in Adversity, and Grow in Character)
Another time, while on patrol with a small four-man team from my SAS squadron, out in the deserts of North Africa, we were waiting for a delayed helicopter pick-up. A 48-hour delay when you are almost out of water, in the roasting desert, can be life-threatening. We were all severely dehydrated and getting weaker fast. Every hour we would sip another small capful from the one remaining water bottle we each carried. Rationed carefully, methodically. To make matters worse, I had diarrhea, which was causing me to dehydrate even faster. We finally got the call-up that our extraction would be at dawn the next day, some 20 miles away. We saddled up during the night and started to move across the desert, weighed down by kit and fatigue. I was soon struggling. Every footstep was a monumental effort of will as we shuffled across the mountains. My sergeant, an incredible bear of a man called Chris Carter (who was tragically killed in Afghanistan; a hero to all who had served with him), could see this. He stopped the patrol, came to me, and insisted I drink the last remaining capful from his own bottle. No fuss, no show, he just made me drink it. It was the kindness, not the actual water itself, that gave me the strength to keep going when I had nothing left inside me. Kindness inspires us, it motivates us, and creates a strong, tight team: honest, supporting, empowering. No ego. No bravado or show. Simple goodness. It is the very heart of a great man, and I have never forgotten that single act that night in the desert. The thing about kindness is that it costs the giver very little but can mean the world to the receiver. So don’t underestimate the power you have to change lives and encourage others to be better. It doesn’t take much but it requires us to value kindness as a quality to aspire to above almost everything else. You want to be a great adventurer and expedition member in life and in the mountains? It is simple: be kind.
Bear Grylls (A Survival Guide for Life: How to Achieve Your Goals, Thrive in Adversity, and Grow in Character)
The Power of Words The key to your team becoming more proactive rests in the language subordinates and superiors use. Here is a short list of “disempowered phrases” that passive followers use: Request permission to . . . I would like to . . . What should I do about . . . Do you think we should . . . Could we . . . Here is a short list of “empowered phrases” that active doers use: I intend to . . . I plan on . . . I will . . . We will . . .
L. David Marquet (Turn the Ship Around!: A True Story of Turning Followers into Leaders)
Good leaders who are self-aware don’t just help themselves. They help the people on their team to find their strengths, and they empower them to work in those strengths.
John C. Maxwell (The Self-Aware Leader: Play to Your Strengths, Unleash Your Team)
Sounding off in military cadences serves a few purposes. It helps you breathe, releases a shot of adrenaline, and builds up morale. To the uninformed, it may look and sound like unnecessary ra-ra-ra, but if you’re part of an exhausted, physically and mentally taxed team, that kind of camaraderie turns something monotonous and brutal into an empowering rite of passage. You aren’t even doing push-ups anymore. You are becoming one with the team, merging with a common energy force, and that helps everyone stay on course to get through each day, each module of training. We all grew to love those push-ups!
David Goggins (Never Finished: Unshackle Your Mind and Win the War Within)
After all, the ultimate goal is to empower your sales and marketing teams with the knowledge and messaging that they need to create and nurture leads, and to win deals.
Lucas Weber (The Product Marketing Manager: Responsibilities and Best Practices in a Technology Company)
It ravaged me to forfeit $38,768 worth of Bitcoin. In an attempt to profit on the excitement of a major confrontation, I made an investment a sizable chunk of my resources. except the result was not what I had anticipated, and I was left with nothing except a sinking sense of hopelessness and an empty wallet. During my quest for a resolution, a friend who had gone through a comparable circumstance suggested Daniel Meuli Web Recovery  . Though first dubious, I ultimately chose to try it out of pure desperation. That was, after all, the last thing I had to lose. I was astonished and relieved to see that the Daniel Meuli  Web Recovery team was highly skilled and methodical in their work. I was given the impression that Daniel Meuli Web Recovery would do all in their power to assist in getting my lost Bitcoin back after they took the time to listen to my predicament and request pertinent information about the fraud. Daniel Meuli  web recovery was transparent throughout the procedure, giving me regular information on their development and consoling me when I was feeling particularly anxious. In a circumstance that appeared hopeless, their professionalism and dedication gave me hope. Daniel Meuli web recovery fulfilled its promise during what felt like an endless period of uncertainty. They found the people responsible for the scam, tracked down the transactions, and started the healing process. The immense relief and appreciation I experienced upon seeing my misplaced Bitcoin appear back in my wallet was beyond words. It was truly miraculous, made possible by the knowledge and tenacity of the Daniel Meuli Web Recovery team. Finally, I urge anyone who finds themselves in a similar situation to give Daniel Meuli web recovery a try. They may be the only thing holding you back from recovering what is truly yours, since their dedication to assisting victims of bitcoin frauds is unmatched. The journey from falling victim to a BTC investment scam to successfully recovering funds with the help of Daniel Meuli Web Recovery has been a challenging yet enlightening one. By sharing this experience, we hope to empower others to recognize the signs of scams, take proactive steps to safeguard their investments, and seek proper assistance if they find themselves in a similar situation. Remember, while the world of cryptocurrency may hold great potential, it also harbors risks that require vigilance and caution. Through diligence, education, and the support of reliable services like Daniel Meuli Web Recovery, investors can navigate these challenges and emerge stronger and more informed.  Contact Daniel Meuli web recovery on:   TELEGRAM (@) DANIELMEULI      WHATSAPP.  +39 351 201 3528
hire a genuine crypto recovery service
THE LAW OF COUNTABILITY Teammates Must Be Able to Count on Each Other When It Counts
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
THE LAW OF THE PRICE TAG The Team Fails to Reach Its Potential When It Fails to Pay the Price
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
as the challenge escalates, the need for teamwork elevates.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
It’s better to have a great team with a weak dream than a great dream with a weak team. Your team must be the size of your dream.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
THE LAW OF THE CHAIN The Strength of the Team Is Impacted by Its Weakest Link
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
Vision isn’t enough—it must be combined with venture. It is not enough to stare up the steps; we must step up the stairs.
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)
You must have a long-range vision to keep you from being frustrated by short-range failures.” —CHARLES NOBLE
John C. Maxwell (The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team)