Proven Team Quotes

...the Stone Table [was] a place that served as the OK Corral for the Faerie Courts when they decided to engage in diplomacy by means of murdering anyone on the other team.

Murphy, you rock! Go team Dresden!" "Hey, I'm the one who rocks... Go team Murphy.

Nobody achieves anything great by giving the minimum. No teams win championships without making sacrifices and giving their best.

Self-leadership always precedes team leadership.

As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be present when your customers and team mebers most need you. And should you feel your enegery lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear - and make their day.

Good leadership isn’t about advancing yourself. It’s about advancing your team. The

Mastery requires patience. The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that last blow that did it—but all that had gone before.

First, decide who you want to be. This holds at any level—as an individual, as a team, as a community, as a nation. What do you want to stand for? What are your principles and values? Who do you wish to become?

Chinese laborers "finish" smartphones by wiping off any fingerprints with a highly toxic solvent proven to shorten the workers lives. That's how valuable it is for consumers to believe their devices have been assembled by magic rather than by the fingers of underpaid and poisoned children.

There’s a temptation for all of us to blame failures on factors outside our control: “the enemy was ten feet tall,” “we weren’t treated fairly,” or “it was an impossible task to begin with.” There is also comfort in “doubling down” on proven processes, regardless of their efficacy. Few of us are criticized if we faithfully do what has worked many times before. But feeling comfortable or dodging criticism should not be our measure of success. There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission.

Now for the interesting question: If you completely ignored your goals and focused only on your system, would you still succeed? For example, if you were a basketball coach and you ignored your goal to win a championship and focused only on what your team does at practice each day, would you still get results? I think you would.

When we buy into those limiting and marginalizing stories, our souls are in exile. We spend our days worrying about pleasing others rather than doing what’s right for us—and, ultimately, what’s right for our families, our community, and our world.

How do you stand up to a dictator? "By embracing values defined early. Honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can't do it alone. You have to create a team, strengthen your area of influence, then connect the bright spots and weave the mesh together. Avoid thinking in terms of us against them. Stand in someone else's shoes and do onto others as you would have them do onto you. Technology has proven that human beings have far more in common than we have differences.

So how do you stand up to a dictator? "By embracing values defined early. Honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can't do it alone. You have to create a team, strengthen your area of influence, then connect the bright spots and weave the mesh together. Avoid thinking in terms of us against them. Stand in someone else's shoes and do onto others as you would have them do onto you. Technology has proven that human beings have far more in common than we have differences.

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

It is when you begin expressing your ideas and turning your knowledge into action that life really begins to change. You’ll read differently, becoming more focused on the parts most relevant to the argument you’re building. You’ll ask sharper questions, no longer satisfied with vague explanations or leaps in logic. You’ll naturally seek venues to show your work, since the feedback you receive will propel your thinking forward like nothing else. You’ll begin to act more deliberately in your career or business, thinking several steps beyond what you’re consuming to consider its ultimate potential. It’s not necessarily about becoming a professional artist, online influencer, or business mogul: it’s about taking ownership of your work, your ideas, and your potential to contribute in whatever arena you find yourself in. It doesn’t matter how impressive or grand your output is, or how many people see it. It could be just between your family or friends, among your colleagues and team, with your neighbors or schoolmates—what matters is that you are finding your voice and insisting that what you have to say matters. You have to value your ideas enough to share them. You have to believe that the smallest idea has the potential to change people’s lives. If you don’t believe that now, start with the smallest project you can think of to begin to prove to yourself that your ideas can make a difference.

The more deeply a thought or action is tied to your identity, the more difficult it is to change it. It can feel comfortable to believe what your culture believes (group identity), or to do what upholds your self-image (personal identity), even if it’s wrong. The biggest barrier to positive change at any level—individual, team, society—is identity conflict.

At times we think it might be easier to play small, to hide, and, for a time, it might be. But the soul’s calling is much more powerful. It never goes away. Listening to it brings us energy, peace, and a sense of excitement. Denying it—resisting our calling—is a path into the abyss of despair. We then look to food, alcohol, and unhealthy sexual partners to soothe our agony.

If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

Build your team. If you are inheriting a team, you need to evaluate, align, and mobilize its members. You likely also need to restructure it to better meet the demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition and beyond.

William Vanderbilt, who was once the richest man in the world, echoed this sentiment when comparing his life to that of his less wealthy neighbor: He isn’t worth a hundredth part as much as I am, but he has more of the real pleasures of life than I have. His house is as comfortable as mine, even if it didn’t cost so much; his team is about as good as mine; his opera box is next to mine; his health is better than mine, and he will probably outlive me. And he can trust his friends.

Leading each team would be a Green Beret with the code number One-Zero, which became SOG’s most prestigious title; any man appointed a One-Zero had proven his judgment under life-and-death stress. Throughout SOG, One-Zeros would be held in respect that verged on awe, because once on the ground, this was the man who must outwit everything the numerically superior foe could throw at his team. The One-Zero’s two Green Beret teammates also received numbers. The assistant team leader was the One-One, and their radio operator was One-Two.

Every Olympian wants to win a gold medal. Every candidate wants to get the job. And if successful and unsuccessful people share the same goals, then the goal cannot be what differentiates the winners from the losers.22 It wasn’t the goal of winning the Tour de France that propelled the British cyclists to the top of the sport. Presumably, they had wanted to win the race every year before—just like every other professional team. The goal had always been there. It was only when they implemented a system of continuous small improvements that they achieved a different outcome.

In full disclosure, this diet—like all other diets—hasn’t been fully proven. The pilot project didn’t include a control group and wasn’t intended as scientific research. We can’t be sure how these outcomes would apply to the general public. But the ideas presented in this book culminate a century of research questioning the calorie balance model of obesity, and represent a fundamentally different way to understand why we gain weight and what we can do about it.7 For those of you with a scientific bent, I’ve included hundreds of supporting studies from many research teams among the references.

On April 12, 1955, a team of scientists announced that Jonas Salk’s vaccine against polio—the disease that had killed thousands a year, paralyzed Franklin Roosevelt, and sent many children into iron lungs—was proven safe. According to Richard Carter’s history of the discovery, on that day “people observed moments of silence, rang bells, honked horns, blew factory whistles, fired salutes, . . . took the rest of the day off, closed their schools or convoked fervid assemblies therein, drank toasts, hugged children, attended church, smiled at strangers, and forgave enemies.”4 The city of New York offered to honor Salk with a ticker-tape parade, which he politely declined.

Here’s the second way a conversation with an MS employee ends. (MS—oh, God, they’ve got me doing it now!) Let’s say I’m at the playground with my daughter. I’m bleary-eyed, pushing her on the swings, and one swing over there’s an outdoorsy father—because fathers only come in one style here, and that’s outdoorsy. He has seen a diaper bag I’m carrying which isn’t a diaper bag at all, but one of the endless “ship gifts” with the Microsoft logo Elgie brings home. OUTDOORSY DAD: You work at Microsoft? ME: Oh, no, my husband does. (Heading off his next question at the pass) He’s in robotics. OUTDOORSY DAD: I’m at Microsoft, too. ME: (Feigning interest, because really, I could give a shit, but wow, is this guy chatty) Oh? What do you do? OUTDOORSY DAD: I work for Messenger. ME: What’s that? OUTDOORSY DAD: You know Windows Live? ME: Ummm… OUTDOORSY DAD: You know the MSN home page? ME: Kind of… OUTDOORSY DAD: (Losing patience) When you turn on your computer, what comes up? ME: The New York Times. OUTDOORSY DAD: Well, there’s a Windows home page that usually comes up. ME: You mean the thing that’s preloaded when you buy a PC? I’m sorry, I have a Mac. OUTDOORSY DAD: (Getting defensive because everyone there is lusting for an iPhone, but there’s a rumor that if Ballmer sees you with one, you’ll get shitcanned. Even though this hasn’t been proven, it hasn’t been disproven either.) I’m talking about Windows Live. It’s the most-visited home page in the world. ME: I believe you. OUTDOORSY DAD: What’s your search engine? ME: Google. OUTDOORSY DAD: Bing’s better. ME: No one said it wasn’t. OUTDOORSY DAD: If you ever, once, went to Hotmail, Windows Live, Bing, or MSN, you’d see a tab at the top of the page that says “Messenger.” That’s my team. ME: Cool! What do you do for Messenger? OUTDOORSY DAD: My team is working on an end-user, C Sharp interface for HTML5…

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