Team Bonding Quotes

You don't know when you're twenty-three. You don't know what it really means to crawl into someone else's life and stay there. You can't see all the ways you're going to get tangled, how you're going to bond skin to skin. How the idea of separating will feel in five years, in ten - in fifteen. When Georgie thought about divorce now, she imagined lying side by side with Neal on two operating tables while a team of doctors tried to unthread their vascular systems. She didn't know at twenty-three.

There's a Good Book about goodness and how to be good and so forth, but there's no Evil Book about how to be evil and how to be bad. The Devil had no prophets to write his Ten Commandments, and no team of authors to write his biography. His case has gone completely by default. We know nothing about him but a lot of fairy stories from our parents and schoolmasters. He has no book from which we can learn the nature of evil in all its forms, with parables about evil people, proverbs about evil people, folklore about evil people. All we have is the living example of people who are least good, or our own intuition.

This was Skywalker and Kenobi as they should be: a team built on emotion and intellect, bravado and control, fire and ice. And despite no longer having the formal bond of Master and apprentice, they would always be connected. In fact, they were better this way.

Between the lapels of his subdued charcoal suit, he'd worn a silky red tie. A gold Rolex had circled his wrist, and an overblown blonde had been bonded on his side like a suction cup. The man clearly liked to accessorize.

Patriotism is a thing difficult to put into words. It is neither precisely an emotion nor an opinion, nor a mandate, but a state of mind -- a reflection of our own personal sense of worth, and respect for our roots. Love of country plays a part, but it's not merely love. Neither is it pride, although pride too is one of the ingredients. Patriotism is a commitment to what is best inside us all. And it's a recognition of that wondrous common essence in our greater surroundings -- our school, team, city, state, our immediate society -- often ultimately delineated by our ethnic roots and borders... but not always. Indeed, these border lines are so fluid... And we do not pay allegiance as much as we resonate with a shared spirit. We all feel an undeniable bond with the land where we were born. And yet, if we leave it for another, we grow to feel a similar bond, often of a more complex nature. Both are forms of patriotism -- the first, involuntary, by birth, the second by choice. Neither is less worthy than the other. But one is earned.

Humans are tribal. We need to belong to groups. We crave bonds and attachments, which is why we love clubs, teams, fraternities, family. Almost no one is a hermit. Even monks and friars belong to orders. But the tribal instinct is not just an instinct to belong. It is also an instinct to exclude.

Why? Why should the bond between a people and their baseball team be so intense? Fenway Park is a part of it, offering a physical continuum to the bond, not only because Papi can stand in the same batter's box as Teddy Ballgame, but also because a son might sit in the same wooden-slat seat as his father.

I'm getting very sorry for the Devil and his disciples such as the good Le Chiffre. The devil has a rotten time and I always like to be on the side of the underdog. We don't give the poor chap a chance...the Devil had no prophets to write his Ten Commandments and no team of authors to write his biography.

We have forged the type of bonds that only battle brings.

I can think about the team when the team starts to give a fuck about me.

In time, as if by magic, we will realize that we have developed a deep bond with this person. The madness and excitement and spontaneity of the dopamine hit is replaced by a more relaxed, more stable, more long-term oxytocin-driven relationship. A vastly more valuable state if we have to rely on someone to help us do things and protect us when we’re weak. My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.

People who feel untrusted have little inclination to bond together into a cooperative team.

And I have to admit that there is something undeniably fulfilling about hunting with Rosie. Somehow, it makes me feel as if the long list of differences between us doesn't exist. We're dressed the same, we fight the same enemy, we win together ... It's as though for that moment I get to be her, the one who isn't covered in thick scars, and she gets to understand what it is to be me. It's different than hunting with Silas--he and I are partners, not part of the same heart.

Just like James fucking Bond.

Precisely. So for the next week we’ll be practicing to see who qualifies to be on the team. It will be a wonderful bonding experience.” The purr in Killian’s voice made me think the next week was actually going to bond us the same way childhood traumas can serve as bonding experiences for siblings.

There were more of them out there. More walkers. And I was being asked to step up and be... what? Some kind of Captain Heroism who would lead the boys in the Red, White, and Blue to victory? What was I getting myself into? This wasn't task force duty, this wasn't even SWAT-team level. I'd never even smelled anything this big before and now I was expected to train and lead a black ops team? How frigging insane was this? Why were they asking me? I'm just a cop. Where are the guys who actually do this for a living? How come none of them were here? Where's James Bond and Jack Bauer? Why me, of all people?

Please, I'm your friend -- inside that tough-girl shell is a really tough girl. But you're motivated by how much you care. Being part of Team Lois, it's an honor. There's nothing you wouldn't do for any of us.

The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

And when you're not partying in Vegas, what do you do?" she asked. "Prepare for your role as the next James Bond?" "No, I don't work alone." She cocked her head as if trying to make sense of his words. "I'm a SEAL in Uncle Sam's Navy. When I'm working, I have a team of guys who could kick James Bond's ass watching my back, covering my six at all times.

I'm getting very sorry for the Devil and his disciples such as the good LeChiffre. The Devil has a rotten time and I always like to be on the side of the underdog. We don't give the poor chap a chance. There's a Good Book about goodness and how to be good and so forth, but there's no Evil Book about evil and how to be bad. The Devil has no prophets to write his Ten Commandments and no team of authors to write his biography. His case has gone completely by default. We know nothing about him but a lot of fairy stories from our parents and schoolmasters. He has no book from which we can learn the nature of evil in all its forms, with parables about evil people, proverbs about evil people, folk-lore about evil people. All we have is the living example of the people who are least good, or our own intuition.

You don’t know what it really means to crawl into someone else’s life and stay there. You can’t see all the ways you’re going to get tangled, how you’re going to bond skin to skin. How the idea of separating will feel in five years, in ten—in fifteen. When Georgie thought about divorce now, she imagined lying side by side with Neal on two operating tables while a team of doctors tried to unthread their vascular systems.

Lenders assess a company's creditworthiness before approving a loan, considering factors like financial health and repayment ability. So if you’re leading a business, it’s really important for you and your team to be proactive about establishing good credit health for the business.

In the SEAL Teams, the bond of our brotherhood is our strongest weapon. If you take that away from us, we lose our most important quality as a team.

Bond Team could forget about secret-agenting in the field for a while. To begin with, they could hardly find their way around the school, let alone a supervillain’s secret complex.

Lay off her Ben," yelled Jake. Cally registered that he was defending her. “She’s doing her best!” “Her best? That’ll look good on our tombstones. RIP Bond Team—Cally did her best!

Our restaurant fostered a sense of camaraderie in a number of ways besides sharing the same nickname of 'chef.' Initially, we bonded through training. Once we opened, we worked in teams each night, meaning that we not only knew our colleagues well, we depended on them. Most importantly, we all had 'family meal' together every night, just like President Bush recommended to all families so that their children would have good values and grow up to be gun-toting, pro-life, pro-death, gas-guzzling, warmongering, monolingual, homophobic, wiretapped, Bible-thumping, genetically engineered, stem-cell harboring, abstinent creationists. Oops, I think I just lost all of my red state readers. To make up for it, I'll let you lose my ballot.

On its surface, the booming market in side bets on subprime mortgage bonds seemed to be the financial equivalent of fantasy football: a benign, if silly, facsimile of investing. Alas, there was a difference between fantasy football and fantasy finance: When a fantasy football player drafts Peyton Manning to be on his team, he doesn’t create a second Peyton Manning. When Mike Burry bought a credit default swap based on a Long Beach Savings subprime–backed bond, he enabled Goldman Sachs to create another bond identical to the original in every respect but one: There were no actual home loans or home buyers. Only the gains and losses from the side bet on the bonds were real.

This is a time in baseball when steroids have become a pretty big deal. On our team, you got Barry Bonds, who is hitting home runs like a mortar barrage, and whose head has grown to a size where when they make his promotional bobble-head, they just do the whole thing to scale, while across the bay in Oakland, Mark McGwire now has forearms like Popeye and will only speak in dialects of horse, and they’re keeping José Canseco chained to a post under the ballpark and throwing him raw meat until right before game time, so the league is starting to get sensitive about it.

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like “I screwed up,” “I need help,” “Your idea is better than mine,” “I wish I could learn to do that as well as you do,” and even, “I’m sorry.” When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don’t waste time and energy putting on airs or pretending to be someone they’re not. Over time, this creates a bond that exceeds what many people ever experience in their lives and,

started hearing people talking about racial issues. In the military, that really wasn’t even a thing as far as I experienced. No one cared if you were Black, Hispanic, or Estonian or whatever because we were all on the same team. We were a tribe. But we were fighting for this country where everyone was divided. I just thought, Are you people out of your minds?

Part of their close bond came from that longstanding commonality—the fact that Robinson also believed there were similarities between sports and religion. “My concept of religion is of people having faith in God, in themselves and in each other and putting that faith into action,” Robinson wrote in his unpublished manuscript. “If you can find a better example of those four things than a team of sportsmen working as a unit, I’d like to know what it is.”2

My eyes locked on the hand Devin had placed so gently on Thea's. They were a pair, a team. I didn't know their story, but whatever bond had mated them had clearly made a decision that the two of them could live with. A bond, two souls meant to find each other. Was that something I could really have? Reach for? My attention drifted to the dragon sitting next to me in the booth, and under the table I slid my fingers next to his until I could hook my pinky with his.

Hockey is a club that holds its members tightly, the bond forged by shared hardship and mutual passion, by every trip to the pond, where your feet hurt and your face is cold and you might get a stick in the ribs or a puck in the mouth, and you still can’t wait to get back out there because you are smitten with the sound of blades scraping against ice and pucks clacking off sticks, and with the game’s speed and ever-changing geometry. It has a way of becoming the center of your life even when you’re not on the ice.

People leave personality footprints everywhere, Fisher tells me, even in the sentences they write. She gives me common words used by each group. Explorers use words like excite, spirit, dream, fire, and search, while more community-minded Negotiators talk about links, bonds, love, team, and participate. Builders are more liable to discuss law, honor, limits, and honesty. And that Numerati-infested bucket of Directors? Their words focus largely on the physical world, where aim, measure, strong, hard, and slash have currency. Not surprisingly, they also talk a lot about "thinking.

Who knows what advantages you might find in a smaller home, even beyond what you were initially hoping for, after you move in? Maybe you'll be inspired to become a more creative person when you take up residence in a quaint older neighborhood and get out of that suburban tract where you can have a house of any color as long as it's beige. Maybe by putting your preadolescent kids in a bedroom together, they'll socialize better and develop closer bonds. Maybe you and your spouse will rediscover each other when you're actually spending time together instead of tag-teaming on chores.

The Rebellions were the first gang in The Bahamas, to come up with a popular logo/brand in the wearing of Raiders clothing. However, other neighborhoods gave birth to their own gangs using popular sporting team images as their official colors and name. You had the Hoyas Bull Dogs out of Kemp Road; the Coconut Grove area took on the name Nike, which became their clothing of choice. Miami Street took on the name Hurricanes, and wore Miami Hurricanes clothing. However, when you look at it closely, because of the lack of involved fathers, a lot of us were simply lacking an image and a positive identity of ourselves.

think we should break the swing in slowly, don’t you? After all, it’s so new to being used for romantic purposes.” “More like breaking me in slowly. I’m not used to being kissed like that.” “That makes two of us. I guess now would be a good time to tell you that I’m kind of old-fashioned. I believe physical intimacy is more than sharing one’s body with someone; it’s a connection with another person’s heart and soul. When the two people involved love each other to the exclusion of everyone else, the experience can be unique, unlike anything else. It can transcend the visceral and create a bond that nothing on earth can break. To me, it’s something worth waiting for.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Django handed her a heap of parsley and she stood next to him, allowing his rhythm to become her own until they were moving together. In the air, the tang of lemons. The aroma of chicken stock. Beeswax mingling with butter. Chocolate melting into oranges. Her spirits rose with the scents swirling through the kitchen. They spoke little; they had no need. They were a team, their minds melded more effortlessly than Stella had imagined possible. They massaged butter into chickens, boned fish, opened oysters. Django set a flat of speckled eggs on the counter. Next to it, a ceramic bowl. He opened his hands and Stella broke the eggs, dozens of them, across his outstretched fingers, watching yolks separate from whites. It occurred to her that she had tortured herself for no reason. She was happy.

Josh’s father felt Josh should bond with his fellow injured patients in the ward. This was something I really dissuaded Josh from doing. I didn’t want him to hear the hardships, battles, and frustrations that others were going through. I also didn’t want Josh to take on their fears and frustrations. We were always pleasant and polite to everyone else in the ward, but my only concern was Josh, and it was enough for us to focus just on his issues. I found the whole Acute Spinal Ward experience extremely negative and distressingly sad with no great healing or recovery objective. The message from the medical team was always, without fail, acceptance of the prognosis. This was totally the opposite message of what we presented and instilled into Josh. We slowly gained evidence that our non-traditional approach was working.

The whitewash of Kingdom of Heaven Kingdom of Heaven is a classic cowboys-and-Indians story in which the Muslims are noble and heroic and the Christians are venal and violent. The script is heavy on modern-day PC clichés and fantasies of Islamic tolerance; brushing aside dhimmi laws and attitudes (of which Ridley Scott has most likely never heard), it invents a peace-and-tolerance group called the “Brotherhood of Muslims, Jews and Christians.” But of course, the Christians spoiled everything. A publicist for the film explained, “They were working together. It was a strong bond until the Knights Templar caused friction between them.” Ah yes, those nasty “Christian extremists.” Kingdom of Heaven was made for those who believe that all the trouble between the Islamic world and the West has been caused by Western imperialism, racism, and colonialism, and that the glorious paradigm of Islamic tolerance, which was once a beacon to the world, could be reestablished if only the wicked white men of America and Europe would be more tolerant. Ridley Scott and his team arranged advance screenings for groups like the Council on American-Islamic Relations, making sure that sensitive Muslim feelings were not hurt. It is a dream movie for the PC establishment in every way except one: It isn’t true. Professor Jonathan Riley-Smith, author of A Short History of the Crusades and one of the world’s leading historians of the period, called the movie “rubbish,” explaining that “it’s not historically accurate at all” as it “depicts the Muslims as sophisticated and civilised, and the Crusaders are all brutes and barbarians. It has nothing to do with reality.” Oh, and “there was never a confraternity of Muslims, Jews and Christians. That is utter nonsense.

Goldman Sachs itself—and so Goldman was in the position of selling bonds to its customers created by its own traders, so they might bet against them. Secondly, there was a crude, messy, slow, but acceptable substitute for Mike Burry’s credit default swaps: the actual cash bonds. According to a former Goldman derivatives trader, Goldman would buy the triple-A tranche of some CDO, pair it off with the credit default swaps AIG sold Goldman that insured the tranche (at a cost well below the yield on the tranche), declare the entire package risk-free, and hold it off its balance sheet. Of course, the whole thing wasn’t risk-free: If AIG went bust, the insurance was worthless, and Goldman could lose everything. Today Goldman Sachs is, to put it mildly, unhelpful when asked to explain exactly what it did, and this lack of transparency extends to its own shareholders. “If a team of forensic accountants went over Goldman’s books, they’d be shocked at just how good Goldman is at hiding things,

Two weeks ago, Aaron and Isaac, I learned your mother Laura has breast cancer. My heart feels impaled. These words, so useless and feeble. Laura is only thirty-five years old. Her next birthday will be in only three days. I write this letter to you, my sons, with the hope that one day in the future you will read it and understand what happened to our family. Together, your mother and I have created and nurtured an unbreakable bond that has transformed us into an unlikely team. A Chicano from El Paso, Texas. A Jew from Concord, Massachusetts. I want you to know your mother. She has given me hope when I have felt none; she has offered me kindness when I have been consumed by bitterness. I believe I have taught her how to be tough and savvy and how to achieve what you want around obstacles and naysayers. Our hope is that the therapies we are discussing with her doctors will defeat her cancer. But a great and ominous void has suddenly engulfed us at the beginning of our life as a family. This void suffocates me.

Studies say that it takes six to eight meetings to feel like someone is our friend. When was the last time you saw someone new who you didn’t work with six to eight times in a year? Unless you’re dating, on a sports team together or flatmates, the answer is never. By this definition, my best friend is the route 19 bus driver. Other research says that, on average, it takes fifty hours of time with someone before you consider them a casual friend and ninety hours before you feel comfortable updating them to a ‘friend’. Fifty hours? I’m not so sure. Add a little light trauma, and you can get there ten times as fast. At journalism school, I was paired with a classmate to work on a TV report. You can bet that a few hours of sobbing in the editing suite brought us together like nobody’s business. Same goes for surviving turbulent plane rides, sadistic teachers and punishingly long jazz concerts. If you make it out alive, you are usually bonded for life. Personally, I think meeting someone you really connect with twice, for a few hours, followed by extensive, emotional texting, is enough to feel like friends. And I think I’m on my way with Abigail.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

I’ll never forget talking to Marissa Mayer when she was at Google about a whale-watching trip that her boss had organized to help the team bond. Marissa gets seasick. She knew she’d wind up blowing chunder over the side of the boat if she went. But her boss pressured her, saying she should go anyway, to be a good team player. You shouldn’t have to barf over the side of a boat to demonstrate you’re a good team player.

Competing in a 100-pushup challenge in the office This is another example of an activity that can be a way to facilitate group bonding but isn’t necessarily inclusive of people with different levels of physical ability. Especially in startups with a younger median age, team activities can tend to skew toward those enjoyed by a very specific subset of the population. Things like fantasy sports teams; foosball, ping-pong, or pool tables; and fitness challenges can give off a “tech bro” kind of vibe. This isn’t to say that they shouldn’t be allowed, and it might not be possible to find an activity that every single person will love, but it’s important to pay attention to the type and variety of activities and rituals and who they might be unintentionally favoring or excluding.

Geithner went to the well-connected investment bank Warburg Pincus. Bernanke advises the Citadel hedge fund and chaired an advisory board for the giant PIMCO bond fund, owned by Allianz of Germany, which also included as its members Jean-Claude Trichet and Gordon Brown as well as Anne-Marie Slaughter of the Obama foreign policy team.34 It was like a mini reunion of 2008 crisis fighters.

Those are the conditions that Sharp honored in calling for volunteers to join “action teams” to improve the patient experience. The work was meaningful: serving patients better. The teams were given autonomy, often entrusted to formulate the health system’s policies in a certain domain. Participation was voluntary. And volunteer they did: 1,600 people came forward. A mass movement of people willing to struggle together. If you want to be part of a group that bonds like cement, take on a really demanding task that’s deeply meaningful. All of you will remember it for the rest of your lives.

All true, I suppose, but Caine is not the man you think he is. Do you have any idea how much blood is on his hands? How many lives Caine has ended? How many operations—black, unsanctioned, wet, whatever term you want to use—he has participated in?” “What are you talking about? I’ve debriefed plenty of operatives. He’s no different than—” “You’re deluded, Rebecca. Caine is nothing like other operatives. Everything about him, even his official work with the CIA, was part of his cover. He was a member of a very special group, a team of specialists with superlative skills. All handpicked by me. Trained by the best, to be the best. One-hundred-percent loyal. One-hundred-percent dependable. And as always, one-hundred-percent expendable. When I saw an opportunity to remove him from play, and create a benefit for myself and the program, I took it. That was my directive.” Rebecca struggled in her bonds. “You goddamn son of a bitch!

Page 7: (H)e (Darwin) supposed that man, before he even emerged from apedom, was already a social being, living in small scattered communities. Evolution in his eyes was carried out mainly as a struggle between communities - team against team, tribe against tribe. Inside each team or tribe, the 'ethical cosmos' [the dual code of Amity and Enmity] was at work, forging and strengthening the social bonds which made the members of such a team a co-operative whole. … Thus, in the early stages of human evolution we find competition and co-operation as constituent elements of the evolutionary process … Co-operation and unity give strength to a team or tribe; but why did neighboring tribes refuse so stubbornly to amalgamate? If united, they would have got rid of competition and struggle. Why do human tribes instinctively repel every thought of amalgamation, and prize above all things independence, the control of their destiny, their sovereignty? Here we have to look beneath the surface of things and formulate a theory to explain tribal behavior. How does a tribe fulfill an evolutionary purpose? A tribe is a 'corporate body,' which Nature has entrusted with an assortment of human seed or genes, the assortment differing in some degree from that entrusted to every other tribe. If the genes are to work out their evolutionary effects, then it is necessary that the tribe or corporation should maintain its integrity through an infinity of generations. If a tribe loses its integrity by a slackening of social bonds, or by disintegration of the parental instincts, or by lack of courage or of skill to defend itself from the aggression of neighboring tribes, or by free interbreeding with neighbors and thus scattering its genes, then that tribe as an evolutionary venture has come to an untimely end. For evolutionary purposes it has proved a failure. Page 25: Tribalism was Nature's method in bringing about the evolution of man. I have already explained what a tribe really is - a corporation of human beings entrusted with a certain capital of genes. The business of such a corporation is to nurse and develop its stock of genes - to bring them to an evolutionary fruition. To reach such an end a tribal corporation had to comply with two conditions: (1) it had to endure for a long age; (2) it had to remain intact and separate from all neighboring and competing tribes. Human nature was fashioned or evolved just to secure these two conditions - continuity through time and separation in space. Hence the duality of man's nature - the good, social, or virtuous traits serving intratribal economy; the evil, vicious, or antisocial qualities serving the intertribal economy and the policy of keeping its genes apart. Human nature is the basal part of the machinery used for the evolution of man. When you know the history of our basal mentality - one fitted for tribal life - do you wonder at the disorder and turmoil which now afflict the detribalized part of the world?

Her team didn’t need to grow closer or bond over a campfire and marshmallows. They were perfectly cohesive, and their statistics should speak for themselves. Woody had told her to look closer before instructing her that it was not negotiable.

A Team maintains different faces but one look, different eyes but one vision, different tastes but a common hunger to succeed, different thinking but common understanding; diverse methods but one dream; standing far but remaining together, feels envy at own loss but pride in partner's achievement. Might not drink from the same cup but ready to fill each other's cup, Team-work is an invisible bond offering space in togetherness.

Roxanne Stern is a dedicated educator currently serving as a Civics and Senior Projects Teacher and Team Lead for 12th-grade students in Denver. With a teaching career spanning seven years, she has developed a strong bond with her students and is passionate about their growth and development. Roxanne believes that teaching is one of the most important professions, with the power to address social issues and promote positive change.

Connection: building social bonds between teammates, coaches, and support staff

Bonds of trust began to form. People from different tribes began to see increasingly familiar faces. Even strangers were now, by extension, part of a familiar and trusted unit entity, and received the benefit of the doubt.

This systemic risk problem is what drew Blythe Masters, one of the key figures behind blockchain innovation on Wall Street, into digital ledger technology; she joined Digital Asset Holdings, a blockchain service provider for the financial system’s back-office processing tasks, as CEO in 2014. Masters is best known for one of the most contentious financial innovations of our time, the credit default swap (CDS), a financial derivative contract in which one institution agrees to pay another if a particular bond or loan goes into default. At the age of just twenty-five, and as part of a crack team at J.P. Morgan, she conceived of CDSs as a way for investors to buy insurance against the risk they bear on their balance sheets—and thus to unlock capital hitherto tied up against that risk—as well as for other investors, the banks, and other institutions that issue the CDS to place a bet on the underlying asset without actually owning it.

we were failing to create useful bonds between one team and the next.

As much as these people pretend that I’m part of the team now, the truth is, they still don’t trust me completely. It’s a reminder that while I may have power and a new immortal body, I don’t truly belong. But I can live with that.

She built a close-knit team of talented people who bonded with one another and felt passion for the mission. Soon her group became one of the parent bank’s most desirable places to work. She developed strong relationships with senior executives who helped her deal with tensions in the middle, and she communicated well and often about why her unit needed to be different. Her creativity, vision, teamwork, and persistence helped this group succeed and become a national role model, while other banks’ efforts faltered.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

Still another abstract benefit of playing for Pulaski: The experience is so different from traditional high school football that the Bruins’ players feel as though they’re part of something unique, an elite unit amid regular cadets. The team bonds have solidified; the offensive and defensive players consider themselves kindred spirits, bracketed together by their singular coach.

Funny how bonding it can be to dig up a grave together. They should include it in team-building management courses.

Taylor despised workers’ free association—their attempts to establish horizontal bonds—because it created too many

I was like a local sports team; they were the fans in the stadium seats. They cheered. They booed. They stood and did the Wave. The bond was palpable, maniacal, and maybe the most important thing about the experience.

But he and Lucky had been bound from the first moments the SEAL team stepped into the jungle to rescue him. And that bond hadn’t been cut. Instead, it tugged them closer, across oceans. Across impossible odds.

Aung San spent the rest of 1940 in the Japanese capital, learning Japanese and apparently getting swept away in all the fascist euphoria surrounding him. “What we want is a strong state administration as exemplified in Germany and Japan. There shall be one nation, one state, one party, one leader . . . there shall be no nonsense of individualism. Everyone must submit to the state which is supreme over the individual . . . ,” he wrote in those heady days of the Rising Sun.8 He spoke Japanese, wore a kimono, and even took a Japanese name. He then sneaked back into Burma, landing secretly at Bassein. He changed into a longyi and then took the train unnoticed to Rangoon. He made contact with his old colleagues. Within weeks, in small batches and with the help of Suzuki’s secret agents in Rangoon, Aung San and his new select team traveled by sea to the Japanese-controlled island of Hainan, in the South China Sea. There were thirty in all—the Thirty Comrades—and they would soon be immortalized in nationalist mythology. Aung San at twenty-five was one of the three oldest. He took Teza meaning “Fire” as his nom de guerre. The other two took the names Setkya (A Magic Weapon) and Ne Win (the Bright Sun). All thirty prefixed their names with the title Bo. “Bo” meant an officer and had come to be the way all Europeans in Burma were referred to, signifying their ruling status. The Burmese were now to have their own “bo” for the first time since 1885. But six months of harsh Japanese military training still lay ahead. It wasn’t easy, and at one point some of the younger men were close to calling it quits. Aung San, Setkya, and Ne Win received special training, as they were intended for senior positions. But all had to pass through the same grueling physical tests, saluting the Japanese flag and learning to sing Japanese songs. They heard tales of combat and listened to Suzuki boasting of how he had killed women and children in Siberia.9 It was a bonding experience that would shape Burmese politics for decades to come.

Kindness is a powerful bridge builder which unifies teams, bonds friends, supports loved ones, and spreads goodwill. Tending to your bridges will fortify your relationships in such way that you will keep your invitations coming and your options open for future opportunities.

I’m not sure that team bonding is all that important. What’s important is that a team works together well, and that will come or not over the course of a project. It’s also important that individuals feel respected and that they feel that their ideas are respected. Team bonding is not, “Did you take your team to enough dinners? Did you go out to the movies? Did you go to the circus?” Most people, even very hard-working people, want to have a life, to be with their families. I think that’s more important than going out to the circus.

As a team leader, the question for you is how much formal team bonding is enough. After talking with a number of former McKinsey-ites, and reflecting on my own experience, I’m going to go out on a limb and say that the answer is not much. A little team bonding goes a long way. As a team leader, you have the far more important job of looking after team morale

Get to know your teammates as people. Are they married? Do they have kids? What are their hobbies? It will help you to understand them. Share a bit about yourself as well; that makes it more likely that your teammates will think of you as part of “us,” rather than “them.” This, incidentally, is a much better way of team bonding than taking your team out to the ball game.

we were all itching for dick jokes and male bonding. The team took photos for the web site on an abandoned construction site (camp was in central Florida at the beginning of the mortgage crisis, so the area was filled with ruins, not unlike ancient Rome). The next day, we rode back to the same spot and took our own pictures, this time with our genitals out, and slipped it into the photographer’s slideshow. Someday, I’ll frame that photo and put it on the wall.

We’re all members of one tribe or another—bonded by culture, family, religion, class, education, employment, team affiliation, or any number of other criteria. An essential first step in discerning the cultural from the human is what mythologist Joseph Campbell called detribalization. We have to recognize the various tribes we belong to and begin extricating ourselves from the unexamined assumptions each of them mistakes for the truth.

NBA is not exactly the friendliest environment for teaching selflessness. Even though the game itself is a five-person sport, the culture surrounding it celebrates egoistic behavior and stresses individual achievement over team bonding.

Why did these men fight? The answer is simple. We were ordinary people molded into Marines. The same can be said of those who served in the army. We all had the proper upbringings of common folk, when you have a task to do, you work hard, give it your best and get the job done. We came from different backgrounds; however, we became a team, moving and fighting as if we had known each other all of our lives. All of us have bonded for life and still keep in touch by phone, letters, and visits. If anyone of the second squad needs help you can be sure the rest of the squad would be there. All of those I have kept in touch with have been successful in the life endeavors they chose. "Not one of them is bitter about giving up two years of their life to 'Serve Their Country'" -George E. Krug

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I would never hurt you,” he said in a low voice that did strange things to her insides. Sophie looked into the fire, trying not to meet his eyes. “I don’t see how you could avoid it. If you were, uh, biting me, I mean. Anyway, if I ever do get married or bonded or whatever you want to call it, it couldn’t be with someone like you. I mean, you’re a really nice guy but…” He raised an eyebrow. “But?” Sophie felt awkward but somehow it had to be said. She needed to let him know how she felt before things went any further. “Well it’s not just because of the biting thing, really it’s not,” she said. “It’s because you’re so big. So aggressive. I mean, the things you said to that Scourge guy in the shuttle…” Sylvan frowned. “He was threatening you. I had to make it clear you were off limits.” “And I appreciate that,” Sophie said earnestly. “But I don’t know who you scared more, me or him.” She thought of the way he’d looked, with his fangs out and that blood-thirsty look in his eyes—terrifying. Even though they’d been about to crash, she hadn’t been able to stop staring at him. Sylvan nodded thoughtfully. “And if you ever do get bonded, what kind of male would you look for?” “Probably not a Kindred. I don’t want any kind of alpha male,” Sophie said decisively. He frowned. “Alpha male?” “Big, strong, angry, aggressive. You know like…like the captain of the football team.” Sophie looked down at her hands. “If I ever end up with someone he’ll have to be quiet and gentle.” “I can be those things.

I truly loved the soldiers I served with, in ways that transcend familial or romantic love. Some of them still call me, and for the guys in my fire team I’ll be their ‘sarge’ for perpetuity. And even though some stayed active duty and outranked the E-5 stripes I proudly wore, they’ll always be Specialist Joe to me. The lightning rod of combat, the first rounds fired, it solidifies that moment, encapsulating it and preserving the bond. For us, time stopped and Bravo Fire Team will always be as it was. Even though we moved on, it remains.

She began by doing the work herself. Then she trained some volunteers. When the team grew to the point of becoming unwieldy, she created roles and gave volunteers responsibility and, with that responsibility, titles. The live chat team soon had live chat volunteers (LCVs) and point of contacts (PCs).

As assistant officer in charge of his SEAL Team Three platoon, Brendan saw the terrorist threat firsthand in a way few Americans could in the spring or summer of 2010. He was driven not by ideology, but by the same promise he and Travis had made when they were called to action after 9/11. As long as evil men wished to do Americans harm and demonstrated the willingness and capability to do so, brave men and women like Brendan and his fellow US service members would step forward to confront them.

Everyone shut up! I have an announcement to make.” Winter scoffs beside me, but everyone else quiets down. Except Rhett—leave it to him to make it into a fight. “This isn’t the military, bonehead. I don’t take orders from you.” Summer groans and gazes up at the ceiling. “Why are you like this?” “Should we take it outside like when we were kids, then?” I quirk a brow at my little brother. Shit disturber that he is. Rhett laughs. “No chance. You’ll kick my ass with your James Bond shit. I’m wild, not stupid.” Winter scoffs again, but just keeps drinking. I see Theo stifle a laugh behind his fist. “Take Cade with you,” Willa whispers as loudly as possible to Rhett from across the table while bouncing a baby on her lap. “A tag team situation. And I’ll watch. Or referee. Whatever you call it, I don’t care. It’s hot when he gets mad, so I’m all in on this idea.” “I’m on Uncle Beau’s team!” my nephew, Luke, announces. I point at him. “Smart, kid.” “At this rate, we’ll just be a bunch of skeletons sitting around the table by the time he makes his announcement,” Jasper says. “We’ll die never knowing what it is he meant to say because you all were planning a Royal Rumble in Bailey’s new house.” His eyes dance with amusement from across the table as he takes a swig of his shitty, cheap beer with a dog on the label. “I hate you.” Jasper grins at me, reaching to take Sloane’s hand. “Hate you too, bro.” “Listen, I’ll be the first of us to turn into a skeleton,” Harvey pitches in. “Out with it.

When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity.

Sports are not exactly spiritual, but playing them depends on some of spirituality’s key ingredients for bonding people together, like coordinated and collective physical movement and group celebrations. Research consistently shows that teen who play team sports are happier than those who don’t. humans are embodied; a phone-based life is not. Screens lead us to forget that our physical bodies matter.

The root cause of America’s twenty-first-century decline is the combination of (1) tribalism, (2) social media, and (3) a malformed political structure. (1) TRIBALISM Humans lived in tribes for most of our history. The bonds of tribalism are thus deeply hardwired into the human psyche. Tribalism makes us loyal to and biased in favor of fellow members of our own tribe. In the process, it distorts our thinking, overriding facts and data. And it makes us biased against outsiders who we dislike and perceive to be a threat. This makes some sense. For a very long period, human survival depended on being tribal. The more loyal and organized the tribe, the more effective it would be at fending off threats from animals and rival clans. Yale law professor Amy Chua highlighted the power of tribalism in her book Political Tribes: Group Instinct and the Fate of Nations: “Humans, like other primates, are tribal animals. We need to belong to groups, which is why we love clubs and teams. Once people connect with a group, their identities can become powerfully bound to it. They will seek to benefit members of their group even when they gain nothing personally. They will penalize outsiders, seemingly gratuitously. They will sacrifice, and even kill and die, for their group.

As Haidt writes in The Righteous Mind, the moral foundation of loyalty helps groups cement bonds and form coalitions. It shows “who is a team player and who is a traitor, particularly when your team is fighting with other teams.

The lesson is simple: do not confuse a chummy, clublike atmosphere with team spirit and cohesion. Coddling your soldiers and acting as if everyone were equal will ruin discipline and promote the creation of factions. Victory will forge stronger bonds than superficial friendliness, and victory comes from discipline, training, and ruthlessly high standards.

Scarecrow explained the rules. Each group’s mission was to ransack and destroy Sandanona. For several hours they would shoot at anything that moved, except possibly each other, although no one would receive points for hitting anything other than skeet. This was no wimpy paintball shooting contest; the guns and ammo were real. We were about to learn the corporate team concept of shooting to kill and experience the ultimate in male bonding (although a few women were present, this being the 1990s and all). Some salesmen questioned whether F.I.A.S.C.O. was originally Scarecrow’s idea. Original ideas may not have been Scarecrow’s forte, but on this issue, I must defend him. The clever acronym may not have been his invention, but the idea of shooting at things certainly was.

You’re not part of the team because you’re the field.” “I’m not sure if you’re trying to tell me that you’re playing me, but that’s what it sounds like.” He scrubs his hand over his mouth, hiding a smile. “No, that’s not what I mean. What I’m trying to say is you’re the reason we’re a team. We come together for you, meeting on mutual grounds to work toward the finish line, which is making our little family a safe and happy home.

She broke the rules Vivian set. You deserved the win and he’s already thrown her out of the class. Her parents are furious but Gryphon went to speak to them. You can’t join a TacTeam if you have no loyalty to your team.

Luit never came out of the anesthesia. He paid dearly for having stood up to two other males, frustrating them by his steep ascent. Those two had been plotting against him in order to take back the power they had lost. The shocking way they did so opened my eyes to how deadly seriously chimpanzees take their politics. Two-against-one maneuvering is what lends chimpanzee power struggles both their richness and their danger. Coalitions are key. No male can rule by himself, at least not for long, because the group as a whole can overthrow anybody. Chimpanzees are so clever about banding together that a leader needs allies to fortify his position as well as the greater community’s acceptance. Staying on top is a balancing act between forcefully asserting dominance, keeping supporters happy, and avoiding mass revolt. If this sounds familiar, it’s because human politics works exactly the same. Before Luit’s death, the Arnhem colony was ruled jointly by Nikkie, a young upstart, and Yeroen, an over-the-hill conniver. Barely adult at seventeen, Nikkie was a brawny character with a dopey expression. He was very determined, but not the sharpest knife in the drawer. He was supported by Yeroen, who was physically not up to the task of being a leader anymore, yet who wielded enormous influence behind the scenes. Yeroen had a habit of watching disputes unfold from a distance, stepping in only when emotions were flaring to calmly support one side or the other, thus forcing everybody to pay attention to his decisions. Yeroen shrewdly exploited the rivalries among younger and stronger males. Without going into the complex history of this group, it was clear that Yeroen hated Luit, who had wrested power from him years before. Luit had defeated Yeroen in a struggle that had taken three hot summer months of daily tensions involving the entire colony. The next year, Yeroen had gotten even by helping Nikkie dethrone Luit. Ever since, Nikkie had been the alpha male with Yeroen as his right-hand man. The two became inseparable. Luit was unafraid of either one of them alone. In one-on-one encounters in the night cages, Luit dominated every other male in the colony, taking away their food or chasing them around. No single one of them could possibly have kept him in his place. This meant that Yeroen and Nikkie ruled as a team, and only as a team. They did so for four long years. But their coalition eventually began to unravel, and as is not uncommon among men, the divisive issue was sex. Being the kingmaker, Yeroen had enjoyed extraordinary sexual privileges. Nikkie would not let any other males get near the most attractive females, but for Yeroen he had always made an exception. This was part of the deal: Nikkie had the power, and Yeroen got a slice of the sexual pie. This happy arrangement ended only when Nikkie tried to renegotiate its terms. In the four years of his rule, he had grown increasingly self-confident. Had he forgotten who had helped him get to the top? When the young leader began to throw his weight around, interfering with the sexual adventures not only of other males but also of Yeroen himself, things got ugly. Infighting within the ruling coalition went on for months, until one day Yeroen and Nikkie failed to reconcile after a spat. With Nikkie following him around, screaming and begging for their customary embrace, the old fox finally walked away without looking back. He’d had it. Luit filled the power vacuum overnight. The most magnificent chimpanzee male I have known, both in body and spirit, quickly grew in stature as the alpha male. Luit was popular with females, a mighty arbiter of disputes, protector of the downtrodden, and effective at disrupting bonding among rivals in the divide-and-rule tactic typical of both chimp and man. As soon as Luit saw other males together he would either join them or perform a charging display to disband them.

Stay Loyal to People, Not Organizations Mitt Romney was wrong—corporations aren’t people. As British Lord Chancellor Edward Thurow observed more than two centuries ago, business enterprises “have neither bodies to be punished, nor souls to be condemned.” As such, they do not deserve your affection or your loyalty, nor can they repay it in kind. Churches, countries, and even the occasional private firm have been touting loyalty to abstract organizations for centuries, usually as a ploy to convince young people to do brave and foolish things like go to war so old people can keep their land and treasure. It. Is. Bullshit. The most impressive students in my class are the young men and women who have served their country. We benefit (hugely) from their loyalty to our country, but I don’t think we (the United States) pay them their due. I believe it’s a bad trade for them. Be loyal to people. People transcend corporations, and people, unlike corporations, value loyalty. Good leaders know they are only as good as the team standing behind them—and once they have forged a bond of trust with someone, will do whatever it takes to keep that person happy and on their team. If your boss isn’t fighting for you, you either have a bad boss or you are a bad employee.

The growing team also bonded over computer games. Following a long day of work, most of the employees in the office would put the phones on their desks into conference mode. The office would come alive with banter and bravado as the SpaceX employees loaded the computer game Quake III Arena, a first-person shooter that allowed multiple players to join, and battle one another in death matches. Each participant would choose a playable character and a weapon, and look for targets on the virtual playing field.

Revelation 13 presents a sneak-peek into a future system in which this one-world dictator and his demonic-controlled team will seize complete global-economic control by forcing a new method of purchasing and selling through a three-part system, “a mark, a number, or a name” (Rev. 13:16-17). This scheme, known as the “Mark of the beast,” is global, as we read, “He causes all, both small and great, rich and poor, free and bond to receive a mark in their right hand or in their foreheads” (Rev. 13:16).

Without oxytocin, we wouldn’t want to perform acts of generosity. Without oxytocin there would be no empathy. Without oxytocin, we wouldn’t be able to develop strong bonds of trust and friendship. And without that, we wouldn’t have anyone we could rely on to watch our backs.

The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

And here’s the best part. At the moment that college graduate feels the serotonin course through their veins as they receive their diploma, their parents, sitting in the audience, also get bursts of serotonin and feel equally as proud. And that’s the point. Serotonin is attempting to reinforce the bond between parent and child, teacher and student, coach and player, boss and employee, leader and follower.

There to encourage pro-social behavior, serotonin and oxytocin help us form bonds of trust and friendship so that we will look out for each other. It is because of these two chemicals that we have societies and cultures. And it is because of these chemicals that we pull together to accomplish much bigger things than if we were to face the world alone.

A better way for new managers to build a team is to focus everyone on a series of short-range goals designed to begin to build the business. Not only does this approach provide an early rallying point for the group, but it also gives the leader invaluable feedback about team members: how they respond to this management approach will speak volumes about their capabilities. As you do this, though, be careful about raising expectations too high. The truth is, you’ll almost certainly want to make some changes to the team. So it doesn’t make sense to encourage deep bonds until you are reasonably confident that the core group is in place. At that point, your team-building efforts will have much more meaning, hopefully heartened by some early wins for the group to celebrate.

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Relationship elements with the strongest correlation to successful therapeutic outcomes (Norcross, 2010) Useful questions for building relationships at an individual and team level Empathy “Involves entering the private, perceptual world of the other” and “communicating that understanding back to the client in ways that can be received and appreciated” (p. 118). How well do you really listen (listening like they are the most important person in the world)? Do you listen to the whole person (beyond their words)? How well do you sensitively communicate back your understanding of how you think the other person is feeling (feeling with another)? Alliance “The quality and strength of the collaborative relationship” (p. 120) How strong is your emotional bond to the other person? What can you do to strengthen it? What could be getting in the way of a stronger bond? Cohesion (in groups) “The forces that cause members to remain in the group” (p. 121) How do you help the team develop cohesion? What do you do that decreases team cohesion? What could you do more of to develop team cohesion? Goal Consensus and Collaboration “The therapist and client journey together toward a mutual destination” (p. 122) Does the relationship have a joint overriding purpose from which goals can be derived? What do you want to achieve together that you cannot do separately? What would success for this relationship look like? Adapted from Norcross (2010: 118–25)