Reflection Teamwork Quotes

The struggles we endure today will be the ‘good old days’ we laugh about tomorrow.

It's in those quiet little towns, at the edge of the world, that you will find the salt of the earth people who make you feel right at home.

Life's trials will test you, and shape you, but don’t let them change who you are.” ~ Aaron Lauritsen, ‘100 Days Drive

True friends don't come with conditions.

From this point forward, you don’t even know how to quit in life.” ~ Aaron Lauritsen, ‘100 Days Drive

Those who achieve the extraordinary are usually the most ordinary because they have nothing to prove to anybody. Be Humble.

The high road of grace will get you somewhere a whole lot faster then the freeway of spite.

Be a team player, not a bandwagon jumper.

A team is a reflection of its leader.

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.

To practice in a group requires both a loosening of self-consciousness and a tightening grip on the rudder of sincerity. You have to care, and you have to let others see you caring. And you have to bear witness to their caring in turn.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

When they looked in the mirror, the American and Chinese women had begun to see each other's reflection. To reach the World Cup final, the Americans had become tightly connected by the ligaments of teamwork, while the Chinese had realized the necessary freedom of individual expression.

To boost bonding among others so they are more apt to work (or play) well together, ask them, when together, to do two powerfully simple things that can be done rather quickly: 1. Write down the ways they are like each other. Hint: Create a level playing field. Writing rather than immediately sharing helps slow thinkers keep up with fast thinkers. Fast thinkers aren't smarter, just different in their thinking processes, and each kind has advantages and pitfalls, so they can accomplish more together than when a majority in a group think and speak at the same speed. Hint: Salespeople are often fast thinkers. 2. Share with each other what they wrote, going around the circle, one by one. Bonus benefit: Other studies show that when you reflect on how you are similar to those with whom you are talking, you pay more attention to them. You care about them more. That spurs the other person to listen more closely to you.

For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, “People and organizations don’t grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.” Good leaders seldom restrict their teams; they release them.

Our behavior may be the most critical factor used by others in their decision to “lend” trust to us, as our actions reflect our character. When we honor our commitments and do what we say we will do, others will be inclined to deposit their trust with us.

Trust is the glue in any relationship and is clearly the non-negotiable element of interdependent relationships. We will not be interdependent with those we don't trust. Trust is somewhat like a thermometer, reflecting the current state of a relationship.

There is no way to overestimate the critical importance of adult teamwork and communication when we have challenging students like Toni. In isolation, teachers can feel like the last soldier on the battlefield, defending modern civilization against the potential chaos of a world filled with unruly teenagers. Toni was seen as one of those chaos-threatening students. She would often display her bad behavior in front of a lone teacher, provoking all of the consequences the adult had available. As a teacher once admitted to me when reflecting on his own emotional buildup and fear of losing control, which had propelled him to become more harshly punitive than he even expected he could be: "Not on my watch were we going to lose the battle!" When teachers have time to collaborate with each other and administrators, the metaphor of war can be put aside, and we can return to the boundless terrain of education.

An organization needs to reflect the people in it. We are not interchangeable human units of effort or skill. Each of us is unique, and the organization needs to be shaped around us.

Seibel: What was the relation between the design phase and the coding? You four got together and sorted out the interfaces between the parts. Did that all happen before your 17 programmers started writing code, or did the coding feed back into your design? Allen: It was pretty much happening as we went. Our constraints were set by the people we reported to. And the heads of the different pieces, like myself, reported to one person, George Grover, and he had worked out the bigger picture technically. And a lot of it was driven by the constraints of the customers. There was a lot of teamwork and a lot of flexibility at the time, in part, because we were kind of inventing as we went. But under a deadline. So there was not as much management hierarchy, but just being more part of the team.

The greatest privilege that men in the workplace have had isn't a corporate or public policy. It's a partner at home. A nonpaid working dad (a.k.a. Stay-at-home dad) might be some working moms' idea of a superhero. But nonpaid working dads are not the ultimate solution. We do not need role reversal; rather, we need a new model of teamwork in which both parents are meaningfully engaged at work and at home, collaboratively making decisions that reflect what matters most to them.

... you keep getting scared of being rejected when it's not even happening. From what I can see, it looks to me that you're the one who's not seeing them for who they are. I have no idea what could've happened to you. But I can understand you're feeling that way. That's why I'm telling you this. You need to trust them based on what you can see.