Team Mvp Quotes

Little things were made to be a big deal: at one point center Thon Maker didn’t have an iPhone, messing up the team’s blue-bubble iPhone group chat. Kidd was upset about it and made the team run because Kidd felt that Maker not getting an iPhone was an example of the team not being united.

How Do You Choose Which Projects to Support? How Do You Prioritize? That’s a problem we look forward to having. We look for who’s most ready to build an MVP. Sometimes it’s very clear what a team aims to build and the issue is having time or support to do it. Those teams are perfect for us to help. On the other hand, we can usually see when someone has an idea that hasn’t really been thought through. Sometimes we recommended that they sign up for LeanStartIN, a two-day internal event where they get help designing their business model and running lean experiments that don’t involve coding. At the end of that experience, they’re usually in a much better place to know what they want to build and test. More than 100 teams have gone through it, and they’ve been successful to the tune of generating $20 million in new revenue in eight months.

Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

Gibson was never comfortable with the sentimentality of hanging around. He later sold his World Series trophy and NL MVP award from the 1988 season, and also his bat, jersey, and batting helmet from the at-bat that made him a Dodger legend. And when the Dodgers decided to do a Kirk Gibson bobblehead giveaway when the Diamondbacks came to L.A. in 2012, Gibson refused to be shown on the video board and tried to hide from the camera. “I think it’s totally ridiculous,” he said at the time.

Only Sampson and Walton failed to play more than four quality seasons, although Walton did win an MVP and Finals MVP and reinvent himself as the sixth man on an iconic team.

It didn’t matter if someone else scored more goals or had more points or was the league’s MVP; there might be many leaders on the team, but the Rocket was its spirit.

The MVP should be a prototype, not a product. Building an actual product‐quality deliverable to learn, even if that deliverable has minimal functionality, leads to substantial waste of time and money, which of course is the antithesis of Lean. I find that using the more general term prototype makes this critical point clear to the product team, the company, and the prospective customers. So, in this book, I talk about different types of prototypes being used in discovery and products being produced in delivery.

In 1962, the San Francisco Giants were preparing to host the LA Dodgers for a crucial three-game series, late in the season. The Dodgers, led by master base stealer Maury Wills, were five and a half games ahead of the Giants. Before the series began, the Giants manager approached Matty Schwab, the team’s head groundskeeper, and asked if anything could be done—wink wink—to slow down Wills. “Dad and I were out at Candlestick before dawn the day the series was to begin,” said Jerry Schwab, Matty’s son, as quoted by Noel Hynd in Sports Illustrated. “We were installing a speed trap.” Hynd continues: Working by torchlight, the Schwabs dug up and removed the topsoil where Wills would take his lead off first base. Down in its place went a squishy swamp of sand, peat moss and water. Then they covered their chicanery with an inch of normal infield soil, making the 5- by 15-foot quagmire visually indistinguishable from the rest of the base path. The Dodgers were not fooled. When the team began batting practice, the players and coaches noticed the quicksand, and so did the umpire, who ordered it removed. Schwab and the grounds crew came out with wheelbarrows, shoveled up the mixture, and returned soon after with reloaded wheelbarrows. It was the same bog. They’d just mixed in some new dirt, which made it even looser. Somehow the umpires were satisfied. Then Matty Schwab ordered his son to water the infield. Generously. By the time the game started, there was basically a swamp between first and second base. (“They found two abalone under second base,” wrote an irritated Los Angeles sports columnist.) Maury Wills, en route to an MVP season, stole no bases, and neither did his teammates, and the Giants won, 11–2. Pleased, the Schwab father-son team continued to conjure more marshy conditions, and the Giants swept the Dodgers—and went on to leapfrog them to win the National League pennant. There’s something admirably mischievous about this story. I mean, it’s cheating, let’s be clear, but it’s cheeky cheating. It’s fun to think that the father-son groundskeeping team pulled one over on the National League’s MVP. The underdogs won one—they tilted the odds in favor of their home team.

Many teams get into a lot of grief with the concept of a minimum viable product (MVP) because on the one hand we are very motivated to get this out in front of customers fast to get feedback and learn. And, on the other hand, when we do get out there fast, people feel like this so‐called product is an embarrassment to the brand and the company. How could we possibly consider launching this?

They were a tough, fiery team led by guard Allen Iverson who that year at six feet, 165 pounds, became the smallest player ever to win the MVP award. Iverson dismissed talk of a sweep, pointing to his heart and saying, “Championships are won here.

Every team now knows which players are projected to be good. But the best teams are discovering ways for players to accomplish what they aren’t projected to do.

These new peaks in performance aren’t just the product of better technology. They’re a manifestation of a new philosophy of human potential. Increasingly, teams and players are adopting a growth mindset that rejects long-held beliefs about innate physical talent. One of the only innate qualities may be how hard players are willing to work.

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Rather than asking customers explicitly about feature X, Y or Z, one approach to defining the MVP is to ask, “What is the smallest or least complicated problem that the customer will pay us to solve?” This approach runs counter to the typical cry for more features, which is often based on what the competitors have or what the last customer visited had to say. The MVP is the inverse of what most sales and marketing groups ask of their development teams.

would be a fascinating character to profile. But how do you profile someone who shuns public attention? I started by cobbling together everything I could find about him online. I learned that what Bill lacked in physical strength, he made up for in heart. He was the MVP of his high school football team despite standing five feet ten and weighing 165 pounds. When the track coach was short on hurdlers, Bill volunteered. Since

million-dollar smile. The earnest, all-American niceness of the guy. Not to mention the pure, high, spiraling arc of the thrown football as it zeros in, laser-like, on the expected position of the wide receiver. Never mind that said receiver is flat-out running for his life, dancing, dodging, leaping and spinning in a million directions just inches ahead of several thundering tons of rival linebackers. And never mind that the architect of that exquisite spiral was himself beset, nanoseconds earlier, with similar masses of murderous muscle bearing down on him as he threw. The ball hammers down precisely into the receiver’s arms as he sails across the line, and the fans go wild. TOUCHDOWN! Who could not love Tom Brady? The accomplishments, honors, and accolades go on and on: youngest quarterback ever to win three Super Bowls. Only quarterback ever to win NFL MVP by unanimous vote. As of 2013 he had been twice Super Bowl MVP, twice NFL MVP, nine times invited to the Pro Bowl, twice on the AP All-Pro First Team, five times an AFC Champion, and twice leader of the NFL in passing yards. He had also been (at least once, and in some cases multiple times) Sports Illustrated Sportsman of the Year, Sporting News Sportsman of the year, AP Male Athlete of the Year, NFL Offensive Player of the Year, AFC Offensive Player of the Year, AP NFL Comeback Player of the Year, PFWA NFL Comeback Player of the Year, and the New England Patriots’ all-time leader in passing touchdowns, passing yards, pass completion, pass attempts, and career wins. But Tom Brady didn’t get to be Tom Brady overnight. And he didn’t get there alone.

Despite all this pressure—and the pressure is real, no question about that—in the face of all this pressure, look back to the Principle and distill it to this: Your highest priority is delivering value. If you’ve hit the schedule but failed to satisfy your customer, or if you’ve come in under budget but failed to satisfy your customer, or kept your team intact and focused and committed but failed to satisfy your customer, ask yourself, what have you accomplished? As Mike shared with me, for Principle 1, the focus is on value. “The ‘v’ in MVP is ‘Value.’ And this ‘V’ often gets lost as pressures to deliver increase.