Encourage Teamwork Quotes

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

The individual great spirit and great efforts create a great team.

I recently consulted to a therapist who felt he had accomplished something by getting his dissociative client to remain in her ANP throughout her sessions with him. His view reflects the fundamental mistake that untrained therapists tend to make with DID and DDNOS. Although his client was properly diagnosed, he assumed that the ANP should be encouraged to take charge of the other parts at all times. He also expected her to speak for them—in other words, to do their therapy. This denied the other parts the opportunity to reveal their secrets, heal their pain, or correct their childhood-based beliefs about the world. If you were doing family therapy, would it be a good idea to only meet with the father, especially if he had not talked with his children or his spouse in years? Would the other family members feel as if their experiences and feelings mattered? Would they be able to improve their relationships? You must work with the parts who are inside of the system. Directly.

My dear Gorgas, Instead of being simply satisfied to make friends and draw your pay, it is worth doing your duty, to the best of your ability, for duty’s sake; and in doing this, while the indolent sleep, you may accomplish something that will be of real value to humanity. Your good friend, Reed Dr. Walter Reed encouraging Dr. William Gorgas who went on to make history eradicating Yellow Fever in Havana, 1902 and Panama, 1906, liberating the entire North American continent from centuries of Yellow Fever epidemics.

That’s what real leadership is: Creating and clarifying the vision (the “what”), and giving that vision greater context and importance (the “why”) for all Whos involved. Once the “what” and “why” have clearly been established, the specified “Who” or “Whos” have all they need to go about executing the “How.” All the leader needs to do at that point is support and encourage the Who(s) through the process.

Linked together as a team with one goal, we soon realized we were only as strong as our weakest link. But did we condemn the weaker member? That wouldn’t serve any purpose. Instead, the stronger guys responded by carrying more weight than the weaker teammate. Encouragement was key in reaching the top of the stadium, standing as one. Sometimes one person on your team may not be as strong as another. Strengths usually differ. Likewise, in an encounter with another, someone may have a different set of beliefs or ideas.To accomplish any goal, embracing the strengths and weaknesses of each member and compensating where necessary are the best ways to make it to the top.

A good shepherd encourages and inspires each one that works alongside him.

nothing worth having is ever going to come easy or be handed to them on a silver platter.

My leadership style: I lead multi-directionally. Leading from the front is obvious. However, I lead from the side. Not to micro-manage but to micro-encourage. Also, leading from the back, knowing they have me to fall back on

Curbing negativity is also about owning up to one’s responsibilities, and not passing the buck. It is a usual tendency to look at the source of failure and negativity outside of ourselves typically in the team members we work with. I can say one thing that failure has taught me is to look inward, and even if it is a team member who has failed, try and see the best in them and encourage them out of that failure.

To illustrate: A man with 314 employees joined one of these courses. For years, he had driven and criticised and condemned his employees without stint or discretion. Kindness, words of appreciation and encouragement were alien to his lips. After studying the principles discussed in this book, this employer sharply altered his philosophy of life. His organisation is now inspired with a new loyalty, a new enthusiasm, a new spirit of teamwork. Three hundred and fourteen enemies have been turned into 314 friends. As he proudly said in a speech before the class: ‘When I used to walk through my establishment, no one greeted me. My employees actually looked the other way when they saw me approaching. But now they are all my friends and even the janitor calls me by my first name.’ This employer gained more profit, more leisure and – what is infinitely more important – he found far more happiness in his business and in his home.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Most management advice for the last twenty-five years has focused on issues like empathy and compassion. Advice books encourage building teamwork through kindness and understanding. There’s been very little written about scaring the pants off employees to improve results. But as Richard Nixon said, “People react to fear, not love—they don’t teach that in Sunday School, but it’s true.

We all share the instinct, and we can all relate to it, which gives our curiosity-driven need to explore the added beauty that no one has to be forced to do it. People don’t necessarily have to be incentivized with stock options and mega-salaries for curiosity-driven creativity to occur. The only essential ingredient is a work environment that’s structured to encourage our innate drive to wonder, question, and explore.

If they say, it can’t be done, Ask, ‘Why not?’ It can be done. It will be done!

We are in the world to complement each other.

There is no such thing as a weakness, only blindspots. No such thing as failure, they are just detours and scenic routes to remember your success

We must work while we have strength.

Duty is dedication.

Some of the best leaders I know tend to encourage collaboration and open communication. The most effective solutions often emerge from a collective brainstorming process.

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

The remarks by Winkler and Somaini made me think of the safety culture I observed at a nuclear power plant early in my career. The organization was run according to key values such as safety, employee empowerment (with a questioning attitude), teamwork, customer service, excellence, and diversity. These values were consciously driven throughout the organization. All employees were empowered to question any order they believed would reduce safety. Supervisors could not penalize employees for such questioning. Everyone was encouraged to think continuously of ways to improve safety. Thus, germination of grassroots ideas from people closest to the work was part of the culture. This produced a highly safety-conscious workforce, superior team spirit, a collaborative relationship between workers and management -- and an excellent safety record.

RACI Matrix: This is a supply chain management technique used to improve teamwork in solving problems. RACI stands for Responsible, Accountable, Consult and Inform. It is intended to let every member of a team know what they are responsible for doing, establish benchmarks to hold team members accountable for performing their tasks, encourage consultation among team members to ensure that efforts are coordinated, and inform team members that specific tasks have been accomplished or are ongoing.

You did,” said Brian. “You encouraged us to fight … because you sent your pig out to get some iron golems and bring them back here while we were fighting so that Billy would nearly get killed and I would corral everyone to save him, and because of that we would make up and realise the value of family and teamwork!” Steve paused. “Um.” Alex said, “What?” “That’s what he did!” cried Brian happily. “Isn’t it!” Billy gasped. “AND ORANGE-HAIR GIRL KNOW ABOUT IT TOO! ORANGE-HAIR GIRL HELP BILLY SEE THAT BONE BROTHERS SHOULD FIGHT TOGETHER AGAIN! BECAUSE ORANGE-HAIR GIRL KNOW DIRTY PIG GOING TO COME WITH BIG METAL MACHINE-MEN!” Now Alex said, “Um.” “That,” said Steve, “is exactly what happened. You’ve got us! That was our plan all along. We just goaded you into fighting so that all this stuff with the iron golems would happen and you would become friends again.” Brian jumped up and down. “I knew it!!” Billy grinned. “YOU CLEVER, BRIAN. AND YOU BOTH CLEVER, ORANGE-HAIR GIRL AND STUPID SMILE BOY.” “Thank you,” said Steve. Then: “Wait. ‘Stupid smile boy’?” “You’re very welcome,” said Alex. “As thanks for our, err, brilliant planning … what do the two of you think about untying us?” Brian and Billy looked at her. They looked at Steve. They looked at Porker. And then: “BWA HA HA HA HA!” “Ha hah! What a silly suggestion!” “ORANGE-HAIR GIRL THINK THEM DESERVE BE UNTIED!” “What madness! Why would we ever do that? Eh, Billy?” “HA HA! YES, WHY? THEM ONLY REPAIR OUR BOND AND BRING FAMILY TOGETHER AGAIN! DO THEM THINK THAT REALLY DESERVE THEM BE UNTIED?” “Hee-hee, yes! E-exactly,” said Brian, laughter abruptly petering out. Then Billy stopped too. “BWA HA … HA.” They frowned. They looked at each other. They looked back at Alex. They looked at Steve. They looked at Porker. (Again.) “Maybe we should free them,” said Brian quietly. “THEM DO GOOD THING FOR US,” said Billy. “IT ONLY FAIR.

Hold on to the doubt” on those cheat sheets back at College of Marin, I was encouraging myself to breathe and let go of the fear so that I could sit beside the open question and really understand it.

You won’t manage to hold a new beginning for long: •​If you talk about teamwork and then reward individual contributions •​If you advocate customer service and then reward “following the rules” •​If you encourage risk-taking and then reward “no mistakes” •​If you request feedback and then reward “no criticism” •​If you champion entrepreneurship and then reward “doing your job” •​If you preach decentralized authority and then reward hands-on management

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

To shift our team’s culture, I continued to push hard with the questions, driving insight at a pace that established my leadership and encouraged the team members to question and dig deeper.

The Magic of Fairy Tales: Sparking Imagination and Learning Fairy tales have been an integral part of childhood for centuries, blending adventure, life lessons, and imaginative escapism. Whether reading a short fairy tale before bed or diving into a long fairy tale, these stories entertain, teach, and connect generations. From baby fairy tales to more complex children's fairy tales, there’s something for everyone in the world of fairy tales. Starting with Baby Fairy Tales For young children, baby fairy tales introduce them to the enchanting world of storytelling. These simple, repetitive tales are easy for toddlers to follow. Short fairy tales are ideal for this age group, offering quick narratives that engage without overwhelming. Whether it’s a tale of magical creatures or friendly giants, these stories spark early imagination. Bedtime is a perfect time for these soothing stories, helping children relax before sleep. The Power of Educational Fairy Tales As children grow, educational fairy tales blend entertainment with important life lessons. Aesop’s fairy tales, for example, combine engaging plots with moral teachings. Fables like “The Tortoise and the Hare” or “The Boy Who Cried Wolf” teach patience, honesty, and consequences. These tales, often featuring animals, encourage critical thinking. Aesop's fairy tales are perfect because they are short, making them ideal for young readers or bedtime. Exploring Animal Fairy Tales Another favorite genre is animal fairy tales, where animals take human-like traits and embark on adventures. These stories teach empathy, cooperation, and teamwork. For instance, animals helping each other solve problems or overcome challenges promotes friendship and kindness. Animal fairy tales are especially engaging for young children, who can relate to the characters while learning important values. Fantasy Fairy Tales: Unlocking Imagination Fantasy fairy tales are perhaps the most magical. Filled with dragons, witches, and brave heroes, these tales transport readers into realms where anything is possible. Fantasy stories encourage children to use their imagination and learn about courage and resourcefulness. Famous tales like Cinderella or Snow White offer exciting adventures, teaching life lessons through magical escapism. Cultural Tales: Keloğlan and Heidi Fairy Tales Fairy tales also provide a window into different cultures. Keloğlan fairy tales offer Turkish folklore, with the clever Keloğlan outwitting his adversaries. These tales teach creativity and resilience. Similarly, Heidi's fairy tales bring the Swiss Alps to life, teaching lessons about family, kindness, and nature. Grandfather Scary Stories and Sleep Stories For older children, grandfather scary stories offer thrills and suspense. These stories help children safely face their fears. Meanwhile, sleep fairy tales and sleep stories offer a calming end to the day, assisting children to unwind before bedtime. In conclusion, fairy tales—whether short, long, educational, or fun—spark creativity, teach values, and foster emotional growth. By sharing these stories, we create lasting memories that will inspire future generations.