Ideal Team Player Quotes

So many people there are so concerned about being socially conscious and environmentally aware, but they don't give a second thought to how they treat the guy washing their car or cutting their grass.

Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.

The five behavioral manifestations of teamwork: trust, conflict, commitment, accountability and results

If you ask me, the best thing that's happened in the last year is that we've almost become a jackass-free zone. No matter what happens, and what challenge we might face, give me a roomful of people who aren't jackasses, and I'll be happy to take it on.

When it comes to your career, you want to strive to become the type of person Patrick Lencioni describes in his book The Ideal Team Player: someone who is hungry (a motivated go-getter), humble (knows who they are and what they bring to the table), and smart (expertly manages relationships). Isn’t that the kind of person you want to work with?

Humility isn't thinking less of yourself, but thinking of yourself less.

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.

Stop making the perfect enemy of the good.

Scare People with Sincerity

We need to hire people who are hungry. They go beyond what is required. Passionate about the work they're doing. Hungry.

I believe that teamwork is not a virtue, but rather a choice. It's a strategic decision and an intentional one, which means that it's not for everyone.

Many people will try to get a job even if they don't fit the company's stated values, but very few will do so if they know that they're going to be held accountable, day in and day out, for behavior that violates the values.

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

Tell me about someone who is better than you in an area that really matters to you.” Look for the candidate to demonstrate a genuine appreciation for others who have more skill or talent. Humble people are comfortable with this. Ego-driven people often are not.

I must admit that some people are better at being team players, at embracing those five behaviors, than others. They're not born that way, but either through life experiences, work history, or a real commitment to personal development, they come to possess the three underlying virtues that enable them to be ideal team players: they are humble, hungry, and smart. As simple as those words may appear, none of them is exactly what they seem. Understanding the nuances of these virtues is critical for applying them effectively.

Clare offered a half-hearted suggestion. “Well, there are coaches I know who do one-on-one counseling.” Bobby shook his head. “No, that doesn't usually work. It takes months and only isolates people. It seems like most of them just use it to prepare for their next job.

Instead of asking candidates to self-assess a given behavior or characteristic related to humility, hunger, or people smarts, ask them what others would say about them. For example, instead of asking someone if he considers himself to be a hard worker, ask him “How would your colleagues describe your work ethic?

Beyond identifying and admitting the cause of their challenge, people who lack humility need behavioral training in an exposure therapy kind of way. Don't be put off by the clinical sound of this. What I mean is that employees can make progress simply by acting like they are humble. By intentionally forcing themselves to compliment others, admit their mistakes and weaknesses, and take an interest in colleagues, employees can begin to experience the liberation of humility. This happens because they suddenly realize that focusing on others does not detract from their own happiness, but rather adds to it. After all, humility is the most attractive and central of all virtues.

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

something that cannot be memorized and graded: a great doctor must have a huge heart and a distended aorta through which pumps a vast lake of compassion and human kindness. At least, that’s what you’d think. In reality, medical schools don’t give the shiniest shit about any of that. They don’t even check you’re OK with the sight of blood. Instead, they fixate on extracurricular activities. Their ideal student is captain of two sports teams, the county swimming champion, leader of the youth orchestra and editor of the school newspaper. It’s basically a Miss Congeniality contest without the sash. Look at the Wikipedia entry for any famous doctor, and you’ll see: ‘He proved himself an accomplished rugby player in youth leagues. He excelled as a distance runner and in his final year at school was vice-captain of the athletics team.’ This particular description is of a certain Dr H. Shipman, so perhaps it’s not a rock-solid system.

Respect but do not fear your own fear. Do not let it come between you and something that might be deeply enjoyable. Remember it is quite normal to be a bit frightened of being alone. Most of us grew up in a social environment that sent out the explicit message that solitude was bad for you: it was bad for your health (especially your mental health) and bad for your 'character' too. Too much of it and you would promptly become weird, psychotic, self-obsessed, very possibly a sexual predator and rather literally a wanker. Mental (and even physical) well-being, along with virtue, depends, in this model, on being a good mixer, a team-player, and having high self-esteem, plus regular, uninhibited, simultaneous orgasms with one partner (at a time). Actually, of course, it is never this straightforward because at the same time as pursuing this 'extrovert ideal', society gives out an opposite - though more subterranean - message. Most people would still rather be described as sensitive, spiritual, reflective, having rich inner lives and being good listeners, than the more extroverted opposites. I think we still admire the life of the intellectual over that of the salesman; of the composer over the performer (which is why pop stars constantly stress that they write their own songs); of the craftsman over the politician; of the solo adventurer over the package tourist. People continue to believe, in the fact of so much evidence - films, for example - that Great Art can only be produced by solitary geniuses. But the kind of unexamined but mixed messages that society offers us in relation to being alone add to the confusion; and confusion strengthens fear.

The most unhappy people in a company are the ones who don't fit the culture and are allowed to stay. They know they don't belong. Deep down inside they don't want to be there. They're miserable.

It's important not to misread my advice as permission to tolerate people who don't fit. Too often, leaders know that an employee really doesn't belong and would be better elsewhere, and they fail to act because they lack courage.

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. Humility is the single greatest and most indispensable attribute of being a team player.

Hungry Only: The Bulldozer

First, we go figure out how to recognize a real team player, the kind of person who can easily build trust, engage in healthy conflict, make real commitments, hold people accountable, and focus on the team's results. Then, we stop hiring people who can't. Finally, we help the people who are acting like jackasses change their ways or move on to different companies.

NBA 2K18 Wishlist - Good Badges To Deal Problems In 2K17 The NBA 2K18 release date has basketball fans hyped. The new game in the series will be the definitive way for fans to take control of their favorite franchises and players on the Xbox One and PS4. As of the features player wish to be added into NBA 2K18, we can compare it with NBA 2K17. Today, we'll list the best badges players would like to see in the latest NBA franchise. Flashy Dunker 2K Sports has spent a large amount of time recording flashy dunk animations that look great when they trigger. Unfortunately players do not equip any of these because they get blocked at a higher rate than the basic one and two hand dunk packages. NBA 2K17 has posterizer to help with contact dunks but Flashy Dunker would be for non-contact animations. The badge would allow you to use these flashy dunk packages in traffic while getting blocked at a lower rate in NBA 2K18. Bullet Passer Badge Even with a high passer rating and Hall of Fame dimer you can still find yourself throwing slow lob passes inexplicably. These passes are easy to intercept and give the defense too much time to recover. Bullet Passer would be an increase in the speed of passes that you throw, allowing you to create open looks for teammates in 2K18 that were not possible in NBA 2K17. A strong passing game is more important than ISO ball and this badge would help with that style of play. 3 And D Badge The 3 and D badge would be an archetype in NBA 2K18 ideally but a badge version would be an acceptable substitute. This badge would once again reward players for playing good defense. The badge would trigger after a block, steal, or good shot defense and would lead to an increase in shooting percentage on the next possession from behind the 3 point arc. Dominant Post Presence Badge It's a travesty that post scorer is one of the more under-utilized archetypes in NBA 2K17. Many players that have created a post scorer can immediately tell you why they do not play it as much as their other MyPlayers, it is incredibly easy to lose the ball in the post. Whether it is a double team or your matchup, getting the ball poked loose is a constant problem. Dominant Post Presence would trigger when you attempt to post up and would be an increase in your ability to maintain possession of the ball as long as NBA 2K18 add this badge. In addition the badge would be an increase in the shooting percentage of your teammate when you pass out of the post to an open man. The Glove NBA 2K17 has too many contested shots. The shot contest rating on most archetypes is not enough to outweigh the contested midrange or 3 point rating and consistently force misses. It's obviously that height helps you contest shots in a major way but it also slows you down. However, the Glove would solve this problem in NBA 2K18. This badge would increase your ability to contest shots effectively, forcing more misses and allowing you to play better defense. Of course, there should be more other tips and tricks for NBA 2K18. If you have better advices, tell us on the official media. The NBA 2K18 Early Tip-Off Weekend starts September 15th. That's a total of four days for dedicated fans to get in the game and try its new features before other buyers. The game is completely unlocked for Early Tip-Off Weekend. Be sure to make enough preparation for the upcoming event.

Well,” he was clearly thinking out loud, “probably someone who wants to be at practice. I love gym rats, but not just the kind who want to play one-on-one all day. I like the kids who come early and do extra drills. And watch film even when they don't have to.” He paused before adding, “And who kind of hate to lose.” “Sore losers?” Ben shook his head. “No, not at all. I mean, the kind who come to practice wanting to work as hard as they can to avoid losing. Coaching them is easy.

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Humble Only: The Pawn

No one is perfect. Even a person who is humble, hungry, and smart occasionally has a bad day, or a bad week, or even a bad time in their life.

And what if she says she's up for it?” Bobby asked. “How do we teach her to be smarter?” “That's a high-class problem, my friend,” Clare announced. “If Attila the Hun walked into this office right now and convinced me that he really wanted to get better dealing with people, I know we could do it. Most training and development comes down to how much a person wants to change.

From interviews and orientation to performance reviews and compensation decisions, “the three virtues,” as they came to be known, were to be regular topics of conversation. And, of course, there was plenty of hands-on, practical training around the five behavioral manifestations of teamwork: trust, conflict, commitment, accountability, and results. Those courses had become much more effective with participants who shared the three underlying virtues.

morale at the company was undeniably higher, and turnover had dropped markedly. But Jeff was adamant that it shouldn't go away completely: “If no one is leaving or being asked to leave, then we're probably not truly living these values.

It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.

One of the biggest problems I see is a silo approach to interviewing. This happens when a handful of people conduct their own interviews and don't talk about what they've learned until after the entire round of interviews is complete. The problem is that one interview is no more specific or effective than the previous one. Instead, interviewers should debrief quickly after each interview, specifically around observations related to humility, hunger, and people smarts. For instance, if the first two interviewers agree that the candidate is hungry and smart, the third can focus on humility, taking more time and probing more directly for the unknown piece.

I often like to talk with candidates in a room with multiple team members. This allows us to debrief more effectively (e.g., “What did you think he meant when he said . . . ?”). This also gives you a sense of how the candidate deals with multiple people at once, which is a critical skill on a team. Some people are much different one-on-one than they are in a group, and you need to know that.

Someone once told me that the best way to know if you should hire a person is to go on a cross-country business trip with him. See how he handles himself in stressful, interactive situations and over long periods of time. While that isn't necessarily practical, I do believe that interviews should incorporate interaction with diverse groups of people in everyday situations and that they should be longer than forty-five minutes.

you have a doubt about a person's humility, hunger, or smarts, don't ignore it. Keep probing. More often than not, there is something causing that doubt. That's not to discourage keeping an open mind, but erring on the side of assuming that a person has the virtues of a team player is a bad idea. So many times hiring managers look back at the red flags they saw during interviews, the ones they chose to ignore, and regret not taking more time or energy to understand them. While it's never possible to have complete confidence in a hire, nagging doubts about a candidate's humility, hunger, or smarts need to be properly explored and discarded before an offer can be made.

Tell me about the most important accomplishments of your career.” Look for more mentions of we than I.

I really want to know what you'd like to change about yourself, or better yet, what your best friends would say you need to work on.” The key to the answer is not what their weaknesses are (unless of course they're an axe murderer), but if they're comfortable acknowledging something real.

How would you describe your personality?” Look for how accurately the person describes what you are observing and how introspective he is. Smart people generally know themselves and find it interesting to talk about their behavioral strengths and weaknesses. People who seem stumped or surprised by this question might not be terribly smart when it comes to people.

teamwork is not a virtue, but rather a choice. It's a strategic decision and an intentional one, which means that it's not for everyone.

teamwork is not a virtue, but rather a choice.

humility is the single greatest and most indispensable attribute of being a team player.

The role of the manager here is also clear: it is that of the coach. First, an ideal coach takes no personal credit for the success of his team, and because of that his players trust him. Second, he is tough on his team. By being critical, he tries to get the best performance his team members can provide. Third, a good coach was likely a good player himself at one time. And having played the game well, he also understands it well.

All too often in life, we see people do what we want them to do and we say nothing, assuming that the behavior has become natural for them, an easy standard.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

Forest Grove was ideal, cool at night and just warm enough in the afternoon, with Mount Hood’s majestic snowcapped peak visible in the distance and salmon running in nearby rivers. The quiet campus of Pacific, a private school known for its music and optometry schools, was lush with evergreens and white birch. The local residents were so excited to have an NFL team around that they fought to loan their cars to the players for use on the team’s days off.

Humble is pretty obvious. We can't abide big egos. Hungry is all about working hard and being passionate about our work. And smart has to do with being aware of the people around you and dealing with them in a positive, functional way.