Pillars Of The Team Quotes

Every successful start-up is built on four pillars. Team, Idea, Passion & Presentations

We cut three telegraph wires, and fastened the free ends to the saddles of six riding-camels of the Howeitat. The astonished team struggled far into the eastern valleys with the growing weight of twanging, tangling wire and the bursting poles dragging after them. At last they could no longer move. So we cut them loose and rode laughing after the caravan.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

A team of Mass-Observation researchers, experienced in chronicling the effects of air raids, had arrived on Friday afternoon. In their subsequent report they wrote of having found “more open signs of hysteria, terror, neurosis” than they had seen over the prior two months of chronicling air-raid effects. “The overwhelmingly dominant feeling on Friday was the feeling of utter helplessness.” (The italics were theirs.) The observers noted a widespread sense of dislocation and depression. “The dislocation is so total in the town that people feel that the town itself is killed.” In order to help stem the surge of rumors arising from the raid, the BBC invited Tom Harrisson, the twenty-nine-year-old director of Mass-Observation, to do a broadcast on Saturday night, at nine o’clock, during its prime Home Service news slot, to talk about what he had seen in the city. “The strangest sight of all,” Harrisson told his vast audience, “was the Cathedral. At each end the bare frames of the great windows still have a kind of beauty without their glass; but in between them is an incredible chaos of bricks, pillars, girders, memorial tablets.” He spoke of the absolute silence in the city on Friday night as he drove around it in his car, threading his way past bomb craters and mounds of broken glass. He slept in the car that night. “I think this is one of the weirdest experiences of my whole life,” he said, “driving in a lonely, silent desolation and drizzling rain in that great industrial town.

Fig-tree, for such a long time I have found meaning in the way you almost completely omit your blossoms and urge your pure mystery, unproclaimed, into the early ripening fruit. Like a curved pipe of a fountain, your arching boughs drive the sap downward and up again: and almost without awakening it bursts out of sleep, into its sweetest achievement. Like the god stepping into the swan. ......But we still linger, alas, we, whose pride is in blossoming; we enter the overdue interior of our final fruit and are already betrayed. In only a few does the urge to action rise up so powerfully the they stop, glowing in their heart's abundance, while, like the soft night air , the temptation to blossom touches their tender mouths, touches their eyelids, softly: heroes perhaps, and those chosen to disappear early, whose veins Death the gardener twists into a different pattern. These plunge on ahead: in advance of their own smile like the team of galloping horses before the triumphant pharaoh in the mildly hollowed reliefs at Karnak. The hero is strangely close to those who died young. Permanence does not concern him. He lives in continual ascent, moving on into the ever-changed constellation of perpetual danger. Few could find him there. But Fate, which is silent about us, suddenly grows inspired and sings him into the storm of his onrushing world. I hear no one like him. All at once I am pierced by his darkened voice, carried on the streaming air. Then how gladly I would hide from the longing to be once again oh a boy once again, with my life before me, to sit leaning on future arms and reading of Samson, how from his mother first nothing, then everything, was born. Wasn't he a hero inside you mother? didn't his imperious choosing already begin there, in you? Thousands seethed in your womb, wanting to be him, but look: he grasped and excluded—, chose and prevailed. And if he demolished pillars, it was when he burst from the world of your body into the narrower world, where again he chose and prevailed. O mothers of heroes, O sources of ravaging floods! You ravines into which virgins have plunged, lamenting, from the highest rim of the heart, sacrifices to the son. For whenever the hero stormed through the stations of love, each heartbeat intended for him lifted him up, beyond it; and, turning away, he stood there, at the end of all smiles,—transfigured.

In 2003 he wrote an article called “The Nine Pillars of Successful Web Teams”2 which is just as relevant to today’s digital teams as it was when originally written.

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Haidt and his colleagues call this idea “moral foundations theory.” [4] Drawing on evolutionary biology, cultural psychology, and several other fields, they show that beliefs about morality stand on five pillars: Care/harm: Children are more vulnerable than the offspring of other animals, so humans devote considerable time and effort to protecting them. As a result, evolution has instilled in us the ethic of care. Those who nurture and defend the vulnerable are kind; those who hurt them are cruel. Fairness/cheating: Our success as a species has always hinged on cooperation, including exchanges that evolutionary scientists call “reciprocal altruism.” That means we value those whom we can trust and disdain those who breach our trust. Loyalty/disloyalty: Our survival depends not only on our individual actions, but also on the cohesiveness of our group. That’s why being true to your team, sect, or nation is respected—and forsaking your tribe is usually reviled. Authority/subversion: Among primates, hierarchies nourish members and protect them from aggressors. Those who undermine the hierarchy can place everyone in the group at risk. When this evolutionary impulse extends to human morality, traits like deference and obedience toward those at the top become virtues.[5] Purity/desecration: Our ancestors had to contend with all manner of pathogens—from Mycobacterium tuberculosis to Mycobacterium leprae—so their descendants developed the capacity to avoid them along with what’s known as a “behavioral immune system” to guard against a broader set of impurities such as violations of chastity. In the moral realm, write one set of scholars, “purity concerns uniquely predict (beyond other foundations and demographics such as political ideology) culture-war attitudes about gay marriage, euthanasia, abortion, and pornography.” [6] Moral foundations theory doesn’t say that care is more important than purity or that authority is more important than fairness or that you should follow one set of foundations instead of another. It simply catalogs how humans assess the morality of behavior. The theory is descriptive, not prescriptive. But its descriptive power is considerable. Not only did it reshape my understanding of both human reasoning and modern politics; it also offered an elegant way to interpret our moral regrets.

The officer serving in the lab, when not assigned to an away team, was to make sure the information routed from the bridge was properly categorized and cataloged, and reported to Starfleet Command. This was one of the pillars of our civilization: ships all over the quadrant were taking in information and sending it to Starfleet Command, where it became part of the collective knowledge of the Federation.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

In terms of the way his teams play, he was the perfect match for me. He loves black-and-blue hockey. You never had to tell Randy to play the game tougher because that’s how his teams always played. He liked it as crude as I did. My three pillars were Randy’s three pillars. We were going to entertain you. We were going to gamble. We might give up more chances than other teams, but we’d be exciting. We could dazzle you with the puck and we could run you out of the building and onto the street. We were going to be tough as nails. We weren’t going to take any shit from anyone. And we were going to have great goaltending—and with Jiggy in net, we were already set there.

In the past, when a company executed a “turnaround,” it usually targeted one or two of five focus areas—what I call the five pillars—for transformation: the company’s purpose, its team, its offerings, the market in which it competes, and the capital it has at its disposal.

What is needed and demanded today, in the age of the knowledge worker, is not robotic obedience but persons who can think; who can innovate, originate, and function self-responsibly; who are capable of self-management; who can remain individuals while working effectively as members of teams; who are confident of their powers and their ability to contribute. What the workplace needs today is self-esteem.