Glue Team Quotes

Uniformity is not the key to successful teamwork. The glue that holds a team together is unity of purpose.

Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.

Solid team relationships (trust, respect, acceptance, courtesy, and mutual accountability) are the glue that holds the team together.

First, there was Francie. If our group had a mascot, someone to glue themselves in feathers and lead our team in three cheers for motherhood, it was her. Miss Eager-to-Be-Liked, to not screw anything up, so plump with hope and rich Southern carbs.

You create a team by binding each to each, acting as glue, not as god.

I didn't know, nor have I ever discovered, who let go first. I'm not prepared to accept that it was me. But everyone claims not to have been first. What is certain is that if we had not broken ranks, our collective weight would have brought the balloon to earth a quarter of the way down the slope a few seconds later as the gust subsided. But as I've said, there was no team, there was no plan, no agreement to be broken. No failure. So can we accept that it was right, every man for himself? Were we all happy afterwards that this was a reasonable course? We never had that comfort, for there was a deeper covenant, ancient and automatic, written in our nature. Co-operation - the basis of our earliest hunting successes, the force behind our evolving capacity for language, the glue of our social cohesion. Our misery in the aftermath was proof that we knew we had failed ourselves. But letting go was in our nature too. Selfishness is also written in our hearts.

When they have prosocial skills, team members are able to bring out the best in one another. Collective intelligence rises as team members recognize one another’s strengths, develop strategies for leveraging them, and motivate one another to align their efforts in pursuit of a shared purpose. Unleashing hidden potential is about more than having the best pieces—it’s about having the best glue.

Just like a city, parts of the Archives teemed with activity. The Scriptorium held rows of desks where scrivs toiled over translations or copied faded texts into new books with fresh, dark ink. The Sorting Hall buzzed with activity as scrivs sifted and reshelved books. The Buggery was not at all what I expected, thank goodness. Instead, it proved to be the place where new books were decontaminated before being added to the collection. Apparently all manner of creatures love books, some devouring parchment and leather, others with a taste for paper or glue. Bookworms were the least of them, and after listening to a few of Wilem’s stories I wanted nothing more than to wash my hands. Cataloger’s Mew, the Bindery, Bolts, Palimpsest, all of them were busy as beehives, full of quiet, industrious scrivs. But other parts of the Archives were quite the opposite of busy. The acquisitions office, for example, was tiny and perpetually dark. Through the window I could see that one entire wall of the office was nothing but a huge map with cities and roads marked in such detail that it looked like a snarled loom. The map was covered in a layer of clear alchemical lacquer, and there were notes written at various points in red grease pencil, detailing rumors of desirable books and the last known positions of the various acquisition teams. Tomes was like a great public garden. Any student was free to come and read the books shelved there. Or they could submit a request to the scrivs, who would grudgingly head off into the Stacks to find if not the exact book you wanted, then at least something closely related. But the Stacks comprised the vast majority of the Archives. That was where the books actually lived. And just like in any city, there were good neighborhoods and bad. In the good neighborhoods everything was properly organized and cataloged. In these places a ledger-entry would lead you to a book as simply as a pointing finger. Then there were the bad neighborhoods. Sections of the Archives that were forgotten, or neglected, or simply too troublesome to deal with at the moment. These were places where books were organized under old catalogs, or under no catalog at all. There were walls of shelves like mouths with missing teeth, where longgone scrivs had cannibalized an old catalog to bring books into whatever system was fashionable at the time. Thirty years ago two entire floors had gone from good neighborhood to bad when the Larkin ledger-books were burned by a rival faction of scrivs. And, of course, there was the four-plate door. The secret at the heart of the city. It was nice to go strolling in the good neighborhoods. It was pleasant to go looking for a book and find it exactly where it should be. It was easy. Comforting. Quick. But the bad neighborhoods were fascinating. The books there were dusty and disused. When you opened one, you might read words no eyes had touched for hundreds of years. There was treasure there, among the dross. It was in those places I searched for the Chandrian.

Effective managers tend to become the glue in their team, filling any gaps. Sometimes that means doing things you don’t really want to do, in order to set a good example.

The best changes often go unnoticed, moving from one moment of stability to another, with teams and organizations feeling stable at every step. The key tools for leading efficient change are systems thinking, metrics, and vision. When the steps of change are too wide, teams get destabilized, and gaps open within them. In those moments, managers create stability by becoming glue.

Over-communicating is the glue that holds a high-performing team together and keeps them focused in the same direction. And, it circles back to clarity. Without good, consistent communication, you don’t have clarity.

More than money, talent, or your number of contacts, your capacity to create mutuality with others can transform you into a sought-after Opportunity Maker with whom people most want to align. Be the glue that sticks the right teams together to solve problems or seize opportunities sooner and better together.

Purpose not only calls the team together but, like glue, holds the team together during the inevitable turbulence the team will experience on its journey.

Halsey Holmes, center, the best hands on the ice, can snap a puck off the stick so fast you don’t even realize he attempted to score until the buzzer is sounding off. He holds the record for most goals and assists. He’s the glue that holds the team together on the ice, even though he’s falling apart off the ice.

Many people think that designers are lone geniuses, working in solitude and waiting for a flash of inspiration to show them the solution to their design problem. Nothing could be further from the truth. There may be some problems, such as the design of a stool or a new set of children’s blocks, that are simple enough to be tackled by an individual, but in today’s highly technical world, almost every problem requires a design team. Design thinking takes this idea even further and suggests that the best results come from radical collaboration. Radical collaboration works on the principle that people with very different backgrounds will bring their idiosyncratic technical and human experiences to the team. This increases the chance that the team will have empathy for those who will use what they are designing, and that the collision of different backgrounds will generate truly unique solutions. This is proved over and over again in d.school classes at Stanford, where graduate students create teams of business, law, engineering, education, and medical students that come up with breakthrough innovations all the time. The glue that holds these teams together is design thinking, the human-centered approach to design that takes advantage of their different backgrounds to spur collaboration and creativity. Typically, none of the students have any design background when they enroll in our classes, and all of the teams struggle at first to be productive. They have to learn the mind-sets of a designer—especially radical collaboration and being mindful of process. But once that happens, they discover that their abilities as a team far exceed what any individual can do, and their creative confidence explodes.

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