Teams Business Quotes

The strength of the team is each individual member. The strength of each member is the team.

He who masters the power formed by a group of people working together has within his grasp one of the greatest powers known to man.

Religions are, by definition, metaphors, after all: God is a dream, a hope, a woman, an ironist, a father, a city, a house of many rooms, a watchmaker who left his prize chronometer in the desert, someone who loves you—even, perhaps, against all evidence, a celestial being whose only interest is to make sure your football team, army, business, or marriage thrives, prospers, and triumphs over all opposition. Religions are places to stand and look and act, vantage points from which to view the world. So none of this is happening. Such things could not occur. Never a word of it is literally true.

Champions don’t do extraordinary things. They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.

My model for business is The Beatles. They were four guys who kept each other kind of negative tendencies in check. They balanced each other and the total was greater than the sum of the parts. That's how I see business: great things in business are never done by one person, they're done by a team of people.

Our power as individuals is multiplied when we gather together as families, teams, and communities with common goals.

I want to see a world in which entrepreneurs give time to their visions to reality so that they have more money, more family time, and more support, a world in which they can stop working so hard and start living!

If you spend your life trying to be good at everything, you will never be great at anything.

The purpose of data is to learn on time what is working and what is not and take any corrective actions according to that.

It’s very possible that your inexperienced intern knows more than you think, even if you have been part of the industry for over thirty years.

A good marketing plan can’t be formed in just four hours. Plans are formed on extensive research.

A team is very much like a chain. The weakest link in the chain will affect the entire strength of that chain.

There can’t be anything more fatal to a business than making decisions based on somebody else’s assumptions.

Building a team is a huge task. This task can’t be delegated to someone else. You’re the leader of your business and you have to behave like a leader for your employees.

Even though marketing is one of the building blocks of a successful business, we should make sure that our marketing is effective and productive.

People skills are very crucial for the purpose of proper team building.

You guide your team when they lose the path, you pick them up when they fall, and you give them motivation when they have none.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

Building an employee team or employee tribe is a little time consuming which requires little effort but in the long process of achieving business growth, it’s totally worth it.

Hiring is not as simple as you think. You have to make sure you are hiring somebody who is going to be a great fit in the kind of employee tribe you’re building.

A team is built when your employees are inspired by the same vision and connected with the same goal.

If you can’t build a team that loves your company and your product the way you do, you’re going to face a hard time bringing your idea to life.

Great leaders help in building teams that work as one entity, trying to achieve the same common goal.

Good leaders are above all that. They think of their team first before they think of themselves.

Market research is not an add-on feature, it’s a necessity for business survival and business success.

In other words, market research is the swiss knife for the survival of any business.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

There is no alternative to market research.

You don’t want to run your business based on mere suspicions and assumptions.

A successful business owner will know their business as good as they know their favorite celebrity, their partner, and even their dogs.

Proper market research keeps you informed on what your competitors are doing, as well as their strengths and weaknesses.

Market research helps you understand the need of your product in the existing market and the current competition.

Being successful is not that tough, you just need a little mindset change.

Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.

Remember market research is like warming up. It will keep you safe from unnecessary injuries.

Business growth happens when people remember you.

Incorrect results of the market research when fed to the marketing strategy and action plans produce disastrous results.

Accepting that you’re wrong, shows humility which will set a better example of you as a leader on your team than sticking to something that others can clearly see is wrong.

Become a leader that shows humility and not stubbornness.

Search engines' results aren’t always trustworthy. As a matter of fact, they can be easily manipulated.

If we say that our office is like our second home. Then, our team should be like our second family.

The first and the only rule of team building is employees being comfortable with each other.

Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.

Inaccurate market research always leads to a business wipe-out.

The moment you will start considering market research as an ongoing process of your business, you will start uncovering so many hidden insights.

Market research not only helps you in gaining competitive advantage, but also helps you in being prepared to handle any testing business times.

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

Hard work without a solid plan isn’t likely to get you where you want to be. You need to be teachable; you need to be dedicated, and you need to work smart.

We can’t completely eliminate the chances of hiring somebody wrong. It is very much like dating.

You need an environment where your employees are not afraid to share even their silliest ideas. A place where they are respected, loved and heard, where they feel like an important part of the team.

The success of a strategy largely depends on it's implementation. You can have a good strategy, you can have a winning game plan, but ultimately you and your team have to implement the strategy and execute and put the game plan into action if your business is going to succeed.

Entrepreneurs aren’t looking to go backward. They are looking to go forward, toward their prize of realizing their dreams.

Although individuals need not be well-rounded, teams should be.

And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

A great team doesn’t mean that they had the smartest people. What made those teams great is that everyone trusted one another. It can be a powerful thing when that magic dynamic exists.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

Internet articles can be used to give direction to your research, but the real research will start after that. You can read The New York Times, The Washington Post, Forbes, Economic Times, or Entrepreneur as much as you want but these still can’t replace market research.

Religions are, by definition, metaphors, after all: God is a dream, a hope, a woman, an ironist, a father, a city, a house of many rooms, a watchmaker who left his prize chronometer in the desert, someone who loves you - even, perhaps, against all evidence, a celestial being whose only interest is to make sure your football team, army, business, or marriage thrives, prospers, and triumphs over all opposition.

Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.

You can’t sell it outside if you can’t sell it inside.

Multicultural teams need low-context processes.

One competent go-getter is worth One Hundred incompetent do-nothings. - Kailin Gow, On Hiring a Winning Team

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Perhaps the ultimate test of a leader is not what you are able to do in the here and now - but instead what continues to grow long after you're gone

Let's face it. We live in a command-based system, where we have been programmed since our earliest school years to become followers, not individuals. We have been conditioned to embrace teams, the herd, the masses, popular opinion -- and to reject what is different, eccentric or stands alone. We are so programmed that all it takes for any business or authority to condition our minds to follow or buy something is to simply repeat a statement more than three or four times until we repeat it ourselves and follow it as truth or the best trendiest thing. This is called "programming" -- the frequent repetition of words to condition us how to think, what to like or dislike, and who to follow.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

I'm not into those kind of rivalries. I remember standing out in front of Stratford, minding my own business. Carload of about eighty kids would pull up: 'STRATFORD SUCKS!' Am I supposed to run after these guys? I'd just stand there, you know. They'd back up. 'STRATFORD SUCKS! ...STRATFORD SUCKS!' I'd say, 'I know. I go there. You're wasting gas, man.

Building a high-performance board requires a long-term commitment to building a cohesive and effective team.

That’s the problem with any ‘simple truth’—it always takes a gaggle of complete idiots or a team of all-knowing geniuses to miss it.

What great leaders have in common is that each truly knows his or her strengths - and can call on the right strength at the right time.

We know about bad guys, what they do, and often, who they are. The politicians have chosen to send us into battle, and that's our trade. We do what's necessary. And in my view, once those politicians have elected to send us out to do what 99.9 percent of the country would be terrified to undertake, they should get the hell out of the way and stay there. This entire business of modern war crimes, as identified by the liberal wings of politics and the media, began in Iraq and has been running downhill ever since. Everyone's got to have his little hands in it, blathering on about the public's right to know. Well, the view of most Navy SEALs, the public does not have that right to know, not if it means placing our lives in unnecessary peril because someone in Washington is driving himself mad worrying about the human rights of some cold-hearted terrorist fanatic who would kill us as soon as look at us, as well as any other American at whom he could point that wonky old AK of his.

as a lobbyist he had long ago concluded there was no difference in how Democrats and Republicans conducted the business of government. The game stayed the same: It was always about favors and friends, and who controlled the dough. Party labels were merely a way to keep track of the teams; issues were mostly smoke and vaudeville. Nobody believed in anything except hanging on to power, whatever it took. .....

Introverts almost never cause me trouble and are usually much better at what they do than extroverts. Extroverts are too busy slapping one another on the back, team building, and making fun of introverts to get much done. Extroverts are amazed and baffled by how much some introverts get done and assume that they, the extroverts, are somehow responsible.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

TOGETHER we stand, TOGETHER we fall, TOGETHER we win, and winners take ALL. -Temple College Volleyball Team

Great things in business are never done by one person,They are done by a team of people

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

No one on a cohesive team can say, Well, I did my job. Our failure isn’t my fault.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

Working together as a team helps build a cohesive organization.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

None of this can actually be happening. If it makes you more comfortable, you could simply think of it as metaphor. Religions are, by definition, metaphors, after all: God is a dream a hope, a woman, an ironist, a father, a city, a house of many rooms, a watchmaker who left his prize chronometer in the desert, someone who loves you — even, perhaps, against all evidence, a celestial being whose only interest is to make sure your football team, army, business, or marriage thrives, prospers, and triumphs over all opposition. Religions are places to stand and look and act, vantage points from which to view the world.

Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.

The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up and doing something that feels unsafe and uncomfortable first. By getting naked before anyone else, by taking the risk of making himself vulnerable with no guarantee that other members of the team will respond in kind, a leader demonstrates an extraordinary level of selflessness and dedication to the team. And that gives him the right, and the confidence, to ask others to do the same.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person.

Jobs liked to tell the story- and he did so to his team that day- about how everything that he had done correctly had required a moment when he hit the rewind button. In each case he had to rework something that he discovered was not perfect. He talked about doing it on Toy Story, when the character of Woody had evolved into being a jerk, and on a couple of occasions with the original Macintosh. " If something isn't right, you can't just ignore it and say you'll fix it later," he said. " That's what other companies do.

I would not choose to live in any age but my own; advances in medicine alone, and the consequent survival of children with access to these benefits, should preclude any temptation to trade for the past. But we cannot understand history if we saddle the past with pejorative categories based on our bad habits for dividing continua into compartments of increasing worth towards the present. These errors apply to the vast paleontological history of life, as much as to the temporally trivial chronicle of human beings. I cringe every time I read that this failed business, or that defeated team, has become a dinosaur is succumbing to progress. Dinosaur should be a term of praise, not opprobrium. Dinosaurs reigned for more than 100 million years and died through no fault of their own; Homo sapiens is nowhere near a million years old, and has limited prospects, entirely self-imposed, for extended geological longevity.

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see?

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

It is foolish and childish, on the face of it, to affiliate ourselves with anything so insignificant and patently contrived and commercially exploitative as a professional sports team, and the amused superiority and icy scorn that the non-fan directs at the sports nut (I know this look - I know it by heart) is understandable and almost unanswerable. Almost. What is left out of this calculation, it seems to me, is the business of caring - caring deeply and passionately, really caring - which is a capacity or an emotion that has almost gone out of our lives. And so it seems possible that we have come to a time when it no longer matters so much what the caring is about, how frail or foolish is the object of that concern, as long as the feeling itself can be saved. Naïveté - the infantile and ignoble joy that sends a grown man or woman to dancing in the middle of the night over the haphazardous flight of a distant ball - seems a small price to pay for such a gift.

You'd never have gotten it right. You have to hit the door just so. It took me weeks to learn." "And what were you doing sneaking out at night?" he demanded. "I fail to see how that is your business." "You became my business when you took up residence in my house." "Well, I wouldn't have moved in if you hadn'tkidnapped me!" "I wouldn't have kidnapped you if you hadn't been wandering about the countryside with no thought to your own safety." "I was certainly safer in the countryside than I was at Prewitt Hall, and you well know it." "You wouldn't be safe in a convent," he muttered. "If you two lovebirds can stop snapping at each other," James cut in, "I'd like to search the study before Prewitt returns home." Blake glared at Caroline as if this entire delay were her fault, causing her to hiss, "Don't forget that if it weren't for me-" "If it weren't for you," he shot back, "I would be a very happy man indeed." "We are wasting time," James reminded them. "The both of you may remain here, if you cannot cease your squabbling, but I am going in to search the south drawing room." "I'll go first," Caroline announced, "since I know the way." "You'll go behind me," Blake contradicted, "and give me directions as we go along." "Oh, for the love of Saint Peter," James finally burst out, exasperation showing in every line of his body. "I'll go first, if only to shut the two of you up. Caroline, you follow and give me directions. Blake, you guard her from the rear.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.