Teams That Work Together Quotes

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There is immense power when a group of people with similar interests gets together to work toward the same goals.
Idowu Koyenikan (Wealth for All: Living a Life of Success at the Edge of Your Ability)
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.
Idowu Koyenikan (All You Need Is a Ball: What Soccer Teaches Us about Success in Life and Business)
I don't want to hear about the endless struggles to keep sex exciting, or the work it takes to plan a date night. I want to hear that you guys watch every episode of The Bachelorette together in secret shame, or that one got the other hooked on Breaking Bad and if either watches it without the other, they're dead meat. I want to see you guys high-five each other like teammates on a recreational softball team you both do for fun.
Mindy Kaling (Is Everyone Hanging Out Without Me? (And Other Concerns))
Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
If you always do what you've always done, you'll always get what you always got.
James P. Lewis (Working Together: 12 Principles for Achieving Excellence in Managing Projects, Teams, and Organizations)
Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
Don't listen to a man who says we have to work together as a team. He means we have to work as he says.
C.J. Langenhoven
Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.
Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
A boss says “go and make sure you do it”; a leader says “let’s go and make it happen”. Bosses control people; leaders involve them.
Israelmore Ayivor (Leaders' Ladder)
Leadership takes work. It takes time and energy. The effects are not always easily measured and they are not always immediate. Leadership is always a commitment to human beings.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
People are more likely to remember the great social interaction they had with a colleague than the great meeting they both attended.
Ron Garan (The Orbital Perspective: Lessons in Seeing the Big Picture from a Journey of 71 Million Miles)
A star that helps another shine doesn't have to work twice as hard to light up the sky.
Matshona Dhliwayo
We can only reach the highest height, if we encourage each other.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Every time I run into you for the rest of our lives, I'll ask you to make a game with me. There's some groove in my brain that insists it is a good idea." "Isn't that the definition of insanity? Doing the same thing over and over but expecting a different result." "That's a game character's life, too," Sam said. "The world of infinite restarts. Start again at the beginning, this time you might win. And it's not as if all our results were bad. I love the things we made. We were a great team." Sam offered Sadie his hand, and she shook it. She pulled him into her, and she kissed Sam on the cheek. "I love you, Sadie," Sam said. "I know, Sam. I love you, too.
Gabrielle Zevin (Tomorrow, and Tomorrow, and Tomorrow)
Don't you understand how Cho's feeling at the moment?" [Hermione] asked. "No," said Ron and Harry together. Hermione sighed and laid down her quill. "Well, obviously, she's feeling very sad, because of Cedric dying. Then I expect she's feeling confused because she liked Cedric and now she likes Harry, and she can't work out who she likes best. Then she'll be feeling guilty, thinking it's an insult to Cedric's memory to be kissing Harry at all, and she'll be worrying about what everyone else might say about her if she starts going out with Harry. And she probably can't work out what her feelings toward Harry are anyway, because he was the one who was with Cedric when Cedric died, so that's all very mixed up and painful. Oh, and she's afraid she's going to be thrown off the Ravenclaw Quidditch team because she's been flying so badly." A slightly stunned silence greeted the end of this speech, then Ron said, "One person can't feel all that at once, they'd explode." "Just because you've got the emotional range of a teaspoon doesn't mean we all have," said Hermione nastily, picking up her her quill again.
J.K. Rowling (Harry Potter and the Order of the Phoenix (Harry Potter, #5))
And that was it. There was nothing we could do. We just had to stand there, watching as they dropped bombs on thirty years of work, killed everyone too young or too old to fight back, and then massacred the rest of our team on the field.” He clenches his hand around mine. “I come back here every day,” he says. “Hoping someone will show up. Hoping to find something to take back.” He stops then, voice tight with emotion. “And here you are. This shit doesn’t even seem real.” I squeeze his fingers—gently, this time—and huddle closer to him. “We’re going to be okay, Kenji. I promise. We’ll stick together. We’ll get through this.
Tahereh Mafi (Ignite Me (Shatter Me, #3))
Home is not a place. Home is security, predictability, reliability, dependability, safety, permanence combined together.
Csaba Gabor
Working together as a team helps build a cohesive organization.
Ifeanyi Enoch Onuoha
The strength of every individual is the grace for great work.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
Natalie was going to stay at home, cooking meals, baking pies, and making sure their life together was comfortable. When Zach came home from a hard day's work, she wanted to be there for him, not coping with her own stress and fatigue. She knew some women would object to her decision, but this was her life, and she was going to live it as she chose.
Pamela Clare (Breaking Point (I-Team, #5))
This is the crux of management: It is the belief that a team of people can achieve more than a single person going it alone. It is the realization that you don’t have to do everything yourself, be the best at everything yourself, or even know how to do everything yourself. Your job, as a manager, is to get better outcomes from a group of people working together.
Julie Zhuo (The Making of a Manager: What to Do When Everyone Looks to You)
A leader has a great duty. You have to perform beyond the expectation of the people.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Some mothers seem to have the capacity and energy to make their children's clothes, bake, give piano lessons, go to Relief Society, teach Sunday School, attend parent-teacher association meetings, and so on. Other mothers look upon such women as models and feel inadequate, depressed, and think they are failures when they make comparisons... Sisters, do not allow yourselves to be made to feel inadequate or frustrated because you cannot do everything others seem to be accomplishing. Rather, each should assess her own situation, her own energy, and her own talents, and then choose the best way to mold her family into a team, a unit that works together and supports each other. Only you and your Father in Heaven know your needs, strengths, and desires. Around this knowledge your personal course must be charted and your choices made.
Marvin J. Ashton
If good people are asked to work in a bad culture, one in which leaders do not relinquish control, then the odds of something bad happening go up. People will be more concerned about following the rules out of fear of getting in trouble or losing their jobs than doing what needs to be done. And when that happens, souls will be lost.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
In 1965, worked with Nite Owl bringing street gangs under control. Tackled the Big Figure together. Brought down Underboss together. Good team. Until he got soft, like rest. Until he quit. No staying power. None of them. Except Comedian. Met him in 1966. Forceful personality. Didn't care if people liked him. Uncompromising. Admired that. Of us all, he understood most. About world. About people. About society and what's happening to it. Things everyone knows in gut. Things everyone too scared to face, too polite to talk about. He understood. Understood man's capacity for horrors and never quit. Saw the world's black underbelly and never surrendered. Once man has seen, he can never turn his back on it. Never pretend it doesn't exist. No matter who orders him to look the other way. We do not do this thing because it is permitted. We do it because we have to. We do it because we are compelled.
Alan Moore (Watchmen)
Think of a group of Extrovert Moms gathered together at a Little League game, excitedly chatting and enjoying the action. In comes Introvert Mom who, after a full day of work, wants nothing more than to savor the game—all by herself. She sits off a bit from everyone else, stretching her feet onto the bleacher bench, and may even have a book to indulge in as the team warms up. She might enjoy watching the people around her, but she has no energy to interact. What are the Extrovert Moms thinking? Because they are oriented to people, they will likely assume that Introvert Mom is, too—which means they see Introvert Mom as not liking people (what we know now as asocial) or being a “snob,” thinking she’s too good for the Extrovert Moms. More likely, Introvert Mom is not thinking about them at all! She is just doing something she likes to do.
Laurie A. Helgoe (Introvert Power: Why Your Inner Life Is Your Hidden Strength)
Success depends on psychological safety. At Google, members of teams with high levels of psychological safety were less likely to leave their jobs, brought in more revenue, and were rated effective twice as often by executives. MIT researchers who studied team performance came to the same conclusion: simply grouping smart people together doesn’t guarantee a smart team. Online and off, the best teams discuss ideas frequently, do not let one person dominate the conversation, and are sensitive to one another’s feelings.
Liz Fosslien (No Hard Feelings: The Secret Power of Embracing Emotions at Work)
Last week my boss told me to rewrite a twenty-page proposal on engagement benchmarking. I turned it in and he wrote a note on the cover that just said, "No, no. Not this." I had no idea what he wanted, so I just put it off, and then when he came in this morning and told me he needed the final draft in a half-hour I printed out the exact same one as before, but this time on prettier paper. This afternoon he brought the whole team together to tell everyone I was the perfect example of being able to listen to constructive criticism.
Jenny Lawson
One note does not make a symphony; one artist does not make an orchestra.
Matshona Dhliwayo
Do all the work you while you still have strength.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead. If
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
A pack is greater than a wolf.
Matshona Dhliwayo
May we unite in our diverse pursuits to create a peaceful world.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
It’s what work should be about—not wasting time in endless meetings, then seeking camaraderie in a team-building event at a bowling alley—but working together to build something that matters to real people. This is the best use of your time. This is a sprint.
Jake Knapp (Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days)
Those who have an opportunity to work in organizations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfillment and gratitude. This should be the rule for all of us, not the exception. Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
When we are of one mind, we achieve the great. When we are of one heart, we achieve the extraordinary. When we are of one soul, we achieve the divine.
Matshona Dhliwayo
If you define yourself by the title of coach or boss, you’ll never earn real trust from your players or employees.
Bill Courtney (Against the Grain: A Coach's Wisdom on Character, Faith, Family, and Love)
We are capable of performing the task.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
We must work together on a common vision and a common goal.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Embrace the power of little things and you will build a tower of mighty things. Mighty things are made up varieties of little things put together!
Israelmore Ayivor (Daily Drive 365)
No member of a crew is praised for the rugged individuality of his rowing.
Ralph Waldo Emerson
We are endowed with different kinds of gifts for different kinds of services.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
Happily, we do the work.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
Holacracy includes the following elements: • a constitution, which sets out the “rules of the game” and redistributes authority • a new way to structure an organization and define people’s roles and spheres of authority within it • a unique decision-making process for updating those roles and authorities • a meeting process for keeping teams in sync and getting work done together
Brian J. Robertson (Holacracy: The New Management System for a Rapidly Changing World)
For most of us, we have warmer feelings for the projects we worked on where everything seemed to go wrong. We remember how the group stayed at work until 3 a.m., ate cold pizza and barely made the deadline. Those are the experiences we remember as some of our best days at work. It was not because of the hardship, per se, but because the hardship was shared. It is not the work we remember with fondness, but the camaraderie, how the group came together to get things done. And the reason is, once again, natural. In an effort to get us to help one another during times of struggle, our bodies release oxytocin. In other words, when we share the hardship, we biologically grow closer.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
Most peasants did not miss the school. "What's the point?" they would say. "You pay fees and read for years, and in the end you are still a peasant, earning your food with your sweat. You don't get a grain of rice more for being able to read books. Why waste time and money? Might as well start earning your work points right away." The virtual absence of any chance of a better future and the near total immobility for anyone born a peasant took the incentive out of the pursuit of knowledge. Children of school age would stay at home to help their families with their work or look after younger brothers and sisters. They would be out in the fields when they were barely in their teens. As for girls, the peasants considered it a complete waste of time for them to go to school. "They get married and belong to other people. It's like pouring water on the ground." The Cultural Revolution was trumpeted as having brought education to the peasants through 'evening classes." One day my production team announced it was starting evening classes and asked Nana and me to be the teachers. I was delighted. However, as soon as the first 'class' began, I realized that this was no education. The classes invariably started with Nana and me being asked by the production team leader to read out articles by Mao or other items from the People's Daily. Then he would make an hour-long speech consisting of all the latest political jargon strung together in undigested and largely unintelligible hunks. Now and then he would give special orders, all solemnly delivered in the name of Mao.
Jung Chang (Wild Swans: Three Daughters of China)
One person on their own may be able to save the world. But a team of friends, all working together, have a much greater chance of succeeding…providing that no-one succumbs to evil.’ Adele Rose, Awakening.
Adele Rose (Awakening (The VIth Element #1))
Frank grabbed a tourist brochure stuck under the napkin dispenser. He began to read it. Piper patted Leo’s arm, like she couldn’t believe he was really here. Nico stood at the edge of the group, eyeing the passing pedestrians as if they might be enemies. Coach Hedge munched on the salt and pepper shakers. Despite the happy reunion, everybody seemed more subdued than usual—like they were picking up on Leo’s mood. Jason had never really considered how important Leo’s sense of humor was to the group. Even when things were super serious, they could always depend on Leo to lighten things up. Now, it felt like the whole team had dropped anchor. “So then Jason harnessed the venti,” Hazel finished. “And here we are.” Leo whistled. “Hot-air horses? Dang, Jason. So basically, you held a bunch of gas together all the way to Malta, and then you let it loose.” Jason frowned. “You know, it doesn’t sound so heroic when you put it that way.” “Yeah, well. I’m an expert on hot air. I’m still wondering, why Malta? I just kind of ended up here on the raft, but was that a random thing, or—” “Maybe because of this.” Frank tapped his brochure. “Says here Malta was where Calypso lived.” A pint of blood drained from Leo’s face. “W-what now?” Frank shrugged. “According to this, her original home was an island called Gozo just north of here. Calypso’s a Greek myth thingie, right?” “Ah, a Greek myth thingie!” Coach Hedge rubbed his hands together. “Maybe we get to fight her! Do we get to fight her? ’Cause I’m ready.” “No,” Leo murmured. “No, we don’t have to fight her, Coach.” Piper frowned. “Leo, what’s wrong? You look—” “Nothing’s wrong!” Leo shot to his feet. “Hey, we should get going. We’ve got work to do!” “But…where did you go?” Hazel asked. “Where did you get those clothes? How—” “Jeez, ladies!” Leo said. “I appreciate the concern, but I don’t need two extra moms!” Piper smiled uncertainly. “Okay, but—” “Ships to fix!” Leo said. “Festus to check! Earth goddesses to punch in the face! What are we waiting for? Leo’s back!” He spread his arms and grinned. He was making a brave attempt, but Jason could see the sadness lingering in his eyes. Something had happened to him…something to do with Calypso.
Rick Riordan (The House of Hades (Heroes of Olympus, #4))
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.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
Many building custodians across the country would tell you that UCLA left the shower and dressing room the cleanest of any team. We picked up all the tape, never there soap on the shower floor for someone to slip on, made sure all the showers were turned off and all towels were accounted for. The towels were always deposited in a receptacle, if there was one, or stacked nearly near the door. It seems to me that this is everyone's responsibility-not just the mangers's. Furthermore, I believe it is a form of discipline that should be a way of life, not to please some building custodian, but as an expression of courtesy and politeness that each of us owes to his follow-man. These little things establish a spirit of togetherness and consideration that help unite the team into a solid unit.
John Wooden (They Call Me Coach)
Leaders are the ones who run headfirst into the unknown. They rush toward the danger. They put their own interests aside to protect us or to pull us into the future. Leaders would sooner sacrifice what is theirs to save what is ours. And they would never sacrifice what is ours to save what is theirs. This is what it means to be a leader. It means they choose to go first into danger, headfirst toward the unknown. And when we feel sure they will keep us safe, we will march behind them and work tirelessly to see their visions come to life and proudly call ourselves their followers.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
I don’t know any other couple who has been to hell and back more than the two of us. I feel like everything we’ve been through has only made us stronger. We’ve had to learn to work together. To be a team. To support each other and stand by each other.
J. Sterling (The Game Changer (The Perfect Game, #2))
Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.
Colin Powell (It Worked for Me: In Life and Leadership)
To be able to work together, communication is the biggest thing,’ says Smith. ‘And I think that comes from a team that has good links from off the field . . . a team able to spend time together and talk to one another and be honest with one another. It’s incredibly important.
James Kerr (Legacy)
The goal for us as individuals is to know our WHY so that we can more easily find the right tree and the right nest. The goal for an organization is to know its WHY in order to attract the right birds. And the goal for each team within the company is to make sure that they have the right birds in each nest—those who will work together most effectively to contribute to the organization’s higher purpose and cause.
Simon Sinek (Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team)
Keep in mind that a real team should be spending considerable time together in meetings and working sessions. In fact, it is not uncommon that as much as 20 percent of each team member’s time is spent working through issues and solving problems with the team as a whole. p. 105
Patrick Lencioni (Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators)
SOME COMPANIES PUT a lot of effort into bringing employees together outside of the office. It might be a happy hour, or a holiday party, or an off-site event. While retreats and parties can be productive if people on your team really want them, it is best to remember that mostly you get to know the people you work with on the job, every day, as an integrated part of the work rhythm, not at the annual holiday party.
Kim Malone Scott (Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity)
When our leaders give us something noble to be a part of, offer us a compelling purpose or reason why we should come to work, something that will outlive us, it seems to give us the power to do the right thing when called upon, even if we have to make sacrifices to our comfort in the short term.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
Adventuring turned out to be boring. Zach thought back to all the fantasy books he'd read where a team of questers traveled overland, and realized a few things. First he'd pictured himself with a loyal steed that would have done most of the walking, so he hadn't anticipated the blister forming on his left heel or the tiny pebble that seemed to have worked its way under his sock, so that even when he stripped off his sneaker he couldn't find it. He hadn't thought about how hot the sun would be either. When he put together his bunch of provisions, he never thought about bringing sunblock. Aragorn never wore sunblock. Taran never wore sunblock. Percy never wore sunblock. But despite all that precedent for going without, he was pretty sure his nose would be lobster-red the next time he looked in the mirror. He was thirsty, too, something that happened a lot in books, but his dry throat bothered him more than it had ever seemed to bother any character. And, unlike in books where random brigands and monsters jumped out just when things got unbearably dull, there was nothing to fight except for the clouds of gnats, several of which Zach was pretty sure he'd accidentally swallowed.
Holly Black (Doll Bones)
A separate, international team analyzed more than a half million research articles, and classified a paper as “novel” if it cited two other journals that had never before appeared together. Just one in ten papers made a new combination, and only one in twenty made multiple new combinations. The group tracked the impact of research papers over time. They saw that papers with new knowledge combinations were more likely to be published in less prestigious journals, and also much more likely to be ignored upon publication. They got off to a slow start in the world, but after three years, the papers with new knowledge combos surpassed the conventional papers, and began accumulating more citations from other scientists. Fifteen years after publication, studies that made multiple new knowledge combinations were way more likely to be in the top 1 percent of most-cited papers. To recap: work that builds bridges between disparate pieces of knowledge is less likely to be funded, less likely to appear in famous journals, more likely to be ignored upon publication, and then more likely in the long run to be a smash hit in the library of human knowledge. •
David Epstein (Range: Why Generalists Triumph in a Specialized World)
We are a team—I exhale, you inhale. We fight together. We work together. It is an amazing feeling when you find someone who shares the same passion as you. The possibilities are endless. I am the beast beneath your beauty, pushing you. From here on out, we do it together. You come to me for anything and I will do everything in my power to make it happen.
Lucia Franco (Execution (Off Balance, #2))
It's not the perfect people who make no mistakes I like the most, but the people who know how to apologize and start again.
Young H.D. Kim (Damduk: Alexander of the East (The Great Leaders: Their Struggle and Success Book 2))
Asking for help didn’t bother him. He’d learned team-playing on the football field. It didn’t matter who scored any one point; everyone worked together to make the team win.
Team spirit promotes greater accomplishment.
Lailah Gifty Akita
Teamwork is the best ever investment. If I make 3 and you make 5, together we will not make 8. We will make 15. Leaders build active teams!
Israelmore Ayivor
set out to change the conditions in which their employees operate. To create cultures that inspire people to give all they have to give simply because they love where they work.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
When teams are asked to work together to analyze problems and design solutions, the quality is higher.
David J. Anderson (Kanban)
We serve, we belong!
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
No one wakes up in the morning to go to work with the hope that someone will manage us. We wake up in the morning and go to work with the hope that someone will lead us.” The
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
We ought to encourage, build and strengthen one another.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
Working together for a great mission is very fulfilling!
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Great teamwork, great results.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
He who want to be served must first know how to serve.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
The spirit of volunteerism is the spirit of service.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Work hard. You’re expected to pull your own weight, not to weigh down the team.
Frank Sonnenberg (Soul Food: Change Your Thinking, Change Your Life)
You must put all your heart into everything you do.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
Teamwork is not a game for the selfish. It is for those with the mindset that a win for one is a win for all.
Michael Bassey Johnson (The Book of Maxims, Poems and Anecdotes)
what people most want from work: to be able to come in and work with the right team of people— colleagues they trust and admire—and to focus like crazy on doing a great job together.
Patty McCord (Powerful: Building a Culture of Freedom and Responsibility)
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.
Phoebe Damrosch (Service Included: Four-Star Secrets of an Eavesdropping Waiter)
To master the virtual equation and make all the elements work together, you have to become the connector. In fact, your greatest role as a virtual manager is to link the various parts of his/her team to accomplish the goals that lead to its formation in the first place. You may need to shift gears, perform ream tune-ups, realign, and refuel your team's energy along the way.
Yael Zofi (A Manager's Guide to Virtual Teams)
Communication is a sign of dysfunction. It means people aren’t working together in a close, organic way. We should be trying to figure out a way for teams to communicate less with each other, not more.
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
Then I don't think I understand what love is. I thought I knew. I thought it was this great thing where two people support each other and work together to solve problems. I thought it was about trust and loyalty, being honest, kind, being a team. But now I have no idea. In fact, I'm doubting that love exists. Maybe, as a society, we made it up to explain and justify our unhealthy desire for co-dependence." .... "I actually agree with you to a certain extent, if I'm understanding your meaning correctly. We humans, most of us are co-dependent and it's often unhealthy. It's up to the two people wishing the relationship to keep the co-dependence healthy. But, you are assuming there is only one kind of love, Kaitlyn. I can tell you there are as many kinds of love in the world as there are stars in the sky.
Penny Reid (Capture (Elements of Chemistry, #3; Hypothesis, #1.3))
You and she work well together, no surprise since you're meant for each other - and I don't just mean the romantic way you keep botching up. You're a team, a good one. You watch out for each other, and that's good. But that doesn't mean you have to do every single little thing together. Yes, you have a shared destiny, but you also have an individual one, and so does she. The reason you couldn't think of anything sooner to help her is because that wasn't your task. That was hers, and she found something and acted. Your task was to uncover the Grand Disciple's conspiracy and bring these people to Odin. Be content with the knowledge that you're both fulfilling the duties you're supposed to." "It's hard to feel content when mostly I'm worried I'll never see her again," said Justin. "I don't know how I could get by without her.
Richelle Mead (The Immortal Crown (Age of X, #2))
The strategies were often based on the idea that prices tend to revert after an initial move higher or lower. Laufer would buy futures contracts if they opened at unusually low prices compared with their previous closing price, and sell if prices began the day much higher than their previous close. Simons made his own improvements to the evolving system, while insisting that the team work together and share credit.
Gregory Zuckerman (The Man Who Solved the Market: How Jim Simons Launched the Quant Revolution)
It's halftime. Both teams are in their locker room discussing what they can do to win this game in the second half. It's halftime in America, too. People are out of work and they're hurting. And they're all wondering what they're going to do to make a comeback. And we're all scared, because this isn't a game. The people of Detroit know a little something about this. They almost lost everything. But we all pulled together, now Motor City is fighting again. I've seen a lot of tough eras, a lot of downturns in my life. And, times when we didn't understand each other. It seems like we've lost our heart at times. When the fog of division, discord, and blame made it hard to see what lies ahead. But after those trials, we all rallied around what was right, and acted as one. Because that's what we do. We find a way through tough times, and if we can't find a way, then we'll make one. All that matters now is what's ahead. How do we come from behind? How do we come together? And, how do we win? Detroit's showing us it can be done. And, what's true about them is true about all of us. This country can't be knocked out with one punch. We get right back up again and when we do the world is going to hear the roar of our engines. Yeah, it's halftime America. And, our second half is about to begin.
Clint Eastwood
If you're working in an organization which has an unhealthy culture, you will have almost a constant flow of cortisol and this will cause stress. You won't feel safe and therefore will therefore be unable to do your best work.
BusinessNews Publishing (Summary : Leaders Eat Last - Simon Sinek: Why Some Teams Pull Together and Others Don't)
What this means is that the converse is also true. A supportive and well-managed work environment is good for one’s health. Those who feel they have more control, who feel empowered to make decisions instead of waiting for approval, suffer less stress. Those only doing as they are told, always forced to follow the rules, are the ones who suffer the most. Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. Feeling unsafe around those we expect to feel safe—those in our tribes (work is the modern version of the tribe)—fundamentally violates the laws of nature and how we were designed to live.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
The unit had organized itself like a small-market baseball team enjoying an unlikely pennant run: talented journeymen working together, no stars, no egos, mutually supportive, and above all ruthlessly and relentlessly effective.
Lee Child (Bad Luck and Trouble (Jack Reacher, #11))
Sit Together Develop in an open space big enough for the whole team. Meet the need for privacy and "owned" space by having small private spaces nearby or by limiting work hours so team members can get their privacy needs met elsewhere.
Kent Beck (Extreme Programming Explained: Embrace Change (The XP Series))
By the grace of God, I am being mended, and God has called me to he a mender too. Since many threads are stronger than one, God has put me on a sewing team. Day by day, our job is to hunt the places where the world is ripped and bend over the damage to do what we can. Every good deed, every kind word, every act of justice and compassion tugs the torn edges closer together. The truer our aim, the smaller our stitches and the longer the patch will hold. We made plenty of the rips ourselves, and some of the worst ones show evidence of having been mended many times before, but that does not seem to discourage anyone. Mending is how we continue to be mended, and we would not trade the work for anything.
Barbara Brown Taylor (Speaking of Sin)
We're outnumbered a hundred to one. The GIA has Auri in custody. They have our Longbow locked down. But I've studied Terran space vessels since I was six--I know the layout of a destroyer backward. And though this pack of losers and discipline cases and sociopaths might've been the last picks on anyone's mind during the Draft, turns out none of them are bad at their jobs. If I can hold this together, get us working as a team, we might even make it out of this alive...
Amie Kaufman (Aurora Rising (The Aurora Cycle, #1))
Meeks was telling him about the value of work. He said that it had been his personal experience that if you wanted to get ahead, you had to work. He said this was the law of life and it was no way to get around it because it was inscribed on the human heart like love thy neighbour. He said these two laws were the team that worked together to make the world go round and that any individual who wanted to be a success and win the pursuit of happiness, that was all he needed to know.
Flannery O'Connor (The Violent Bear It Away)
But it takes the whole brain, working and communicating together, harmoniously and in sync—like a symphony orchestra or a football team—for creativity to happen. The spark comes not from any one point but from all the points uniting in a grand network.
Rahul Jandial (Neurofitness: The Real Science of Peak Performance from a College Dropout Turned Brain Surgeon)
The most wonderful part of building something together with a team is that you’re walking side by side with other people. You’re all looking at your feet and scanning the horizon at the same time. Some people will see things you can’t, and you’ll see things that are invisible to everyone else. So don’t think doing the work just means locking yourself in a room—a huge part of it is walking with your team. The work is reaching your destination together. Or finding a new destination and bringing your team with you.
Tony Fadell (Build: An Unorthodox Guide to Making Things Worth Making)
Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts!
Denise Moreland (Management Culture)
By expecting them to do great things, you can get them to do great things. The original Mac team taught me that A-plus players like to work together, and they don’t like it if you tolerate B work. Ask any member of that Mac team. They will tell you it was worth the pain.
Walter Isaacson (Steve Jobs)
When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. “Real artists sign their work,” he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first. Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. “With moments like this, he got us seeing our work as art,” said Atkinson.
Walter Isaacson (Steve Jobs)
But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.
Walter Isaacson (Steve Jobs)
Working extra hours can hurt team dynamics. Not everyone on the team will have the flexibility to pitch in the extra hours. Perhaps one team member has children at home whom he has to take care of. Maybe someone else has a 2-week trip planned in the upcoming months, or she has to commute a long distance and can't work as many hours. Whereas once the team jelled together and everyone worked fairly and equally, now those who work more hours have to carry the weight of those who can't or don't. The result can be bitterness or resentment between members of a formerly-happy team.
Edmond Lau (The Effective Engineer: How to Leverage Your Efforts In Software Engineering to Make a Disproportionate and Meaningful Impact)
It was the natural result of the political realignment that took place after President Lyndon Johnson signed the Civil Rights Act in 1964. The conservative southern states, which had been solidly Democratic since the Civil War (because Lincoln was a Republican) then began to leave the Democratic Party, and by the 1990s the South was solidly Republican. Before this realignment there had been liberals and conservatives in both parties, which made it easy to form bipartisan teams who could work together on legislative projects. But after the realignment, there was no longer any overlap,
Jonathan Haidt (The Righteous Mind: Why Good People are Divided by Politics and Religion)
THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!
Buzz Aldrin (No Dream Is Too High: Life Lessons From a Man Who Walked on the Moon)
...but the reality is people want to work for more than just money. They want to work to build and sustain a community they love. As we shared our personal dreams with each other, my work was no longer about me reaching my goals, it was about me contributing to a team in which we'd all tied our dreams together.
Donald Miller (Scary Close: Dropping the Act and Finding True Intimacy)
But he still lingered, feeling the wind lift his hair and grateful for another minute of peace. He was grateful, too, that Kate Miskin could share it with him without the need to speak and without making him feel that her silence was a conscious discipline. He had chosen her because he needed a woman in his team and she was the best available. The choice had been partly rational, partly instinctive and he was beginning to realize just how well his instinct had served him. It would have been dishonest to say that there was no hint of sexuality between them. In his experience there nearly always was, however repudiated or unacknowledged, between any reasonable attractive heterosexual couple who worked together. He wouldn’t have chosen her if he had found her disturbingly attractive but the attraction was there and he wasn’t immune to it. But despite this pinprick of sexuality, perhaps because of it, he found her surprisingly restful to work with. She had an instinctive knowledge of what he wanted; she knew when to be silent; she wasn’t overly deferential. He suspected that with part of her mind, she saw his vulnerabilities more clearly, and understood him better and was more judgmental than were any of his male colleagues. { by Adam Dalgliesh, of his teammate Kate Miskin }
P.D. James (A Taste for Death (Adam Dalgliesh, #7))
You are my only prize; the kids are a bonus.' Baba had a way of reassuring Mama of how much she meant to him. Their love story inspired all of us; they exemplified everything that was beautiful about marriage. They worked together as a team, they complemented one another. The sacrifices were many, but they never kept count.
Hani Selim (Osama's Jihad)
People talk about love, about marriage, too, like they’re magic. There’s no magic. Just two people who like each other and decide they’re willing to get stuck in together. If you can make your way through the bad patches, it works, and you know each other better afterwards, make a better team. If you can’t, it doesn’t. No secret. No magic.
Rosalind James (Just Stop Me (Escape to New Zealand #9))
a mentoring program that pairs new managers with experienced ones. A key facet of this program is that mentors and mentees work together for an extended period of time—eight months. They meet about all aspects of leadership, from career development and confidence building to managing personnel challenges and building healthy team environments.
Ed Catmull (Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration)
Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.
Dave Ramsey (The Total Money Makeover: Classic Edition: A Proven Plan for Financial Fitness)
There is an amazing beauty and strength in diversity. Everyone has something special to offer, everyone has a gift that can add value to the organization, community and even the world. People with different tribe, race, religion and nationality can come together and accomplish something extraordinary. The key is the culture of unity and team work.
Farshad Asl (The "No Excuses" Mindset: A Life of Purpose, Passion, and Clarity)
one thing my own marriage taught me is that relationships are like football in a lot of ways. It’s a team sport and you have to work together to be successful. There are highs and lows, good plays and bad calls, and if you’re going to step out on the field, you need to be ready to play the game. Big mistakes get you benched, and, depending on how bad you screwed up, they can cost you a fortune before you’re allowed back on the playing field. There will always be rivals, people trying to knock you out of the game, but if you’re lucky, you’ll end up with a nice ring to show for your hard work. But it’s not over there, you know. That’s when it really starts, because for the rest of your life you’ll be trying to prove to everyone that you, out of everyone, deserved to be given that ring.” He paused, snickering to himself. “That’s not the biggest way relationships are like football, though. No matter what you do, no matter what happens, the point of both is to score as much as you can. Without scoring, the entire thing is really just a waste of time.
J.M. Darhower (Redemption (Sempre, #2))
The jersey also blinds us to the humanity of the other side. This team-sport mentality has created a toxic mix of competition and confirmation bias. Our team is never wrong, and the other team is always wrong. Somewhere along the way we stopped disagreeing with each other and started hating each other. We are enemies, and our side is engaged in an existential battle for the very soul of the country. We are no longer working toward common goals. We are no longer building something together. Our sole objective is tearing the other side down. Nothing short of total victory is acceptable. Again, it’s much like how we view college basketball in Kentucky: We can’t just beat the other side. We have to annihilate them.
Sarah Stewart Holland (I Think You're Wrong (But I'm Listening): A Guide to Grace-Filled Political Conversations)
the bigger the goal, the more effort it requires, the more dopamine we get. This is why it feels really good to work hard to accomplish something difficult, while doing something quick and easy may only give us a little hit if anything at all. In other words, it feels good to put in a lot of effort to accomplish something. There is no biological incentive to do nothing.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
The following are not my words, i have seen it some where . But i wish to share it here for every one .... Two ice cubes jump from fridge They laugh each other... Hug and Enjoy each other... Smile to every one Suddenly they melt each other and remained a little water... Changed in to water ???? They asked each other!!! In this water which is Me and You?? Finally they found out From now there is no Me and You ONLY WE .......
Anoop Ashok
First and most important, our culture was a reflection of the man we served. Obama is at his core a really chill guy and I mean that in the most presidential way. He is a nice guy who expects his team to be nice to one another. This trait comes from how he was brought up. Obama may have been born in Hawaii, but he is “Midwestern Nice,” which comes from his grandparents and their Kansas roots. He engendered loyalty to him and our cause by being loyal to his team. There were many times in the campaign where people, including some of our top donors, wanted the lot of us fired and replaced by people with more “DC experience,” and every time, Obama stood by his team. We didn’t know if we were going to win or lose, but we were going to do it together. If the person at the top of any organization does not reflect the values you want in the culture of that organization, it won’t work.
Dan Pfeiffer (Yes We (Still) Can: Politics in the Age of Obama, Twitter, and Trump)
Accomplishing the maximum impact on student learning depends on teams of teachers working together, with excellent leaders or coaches, agreeing on worthwhile outcomes, setting high expectations, knowing the students’ starting and desired success in learning, seeking evidence continually about their impact on all students, modifying their teaching in light of this evaluation, and joining in the success of truly making a difference to student outcomes.
John Hattie (Visible Learning for Teachers: Maximizing Impact on Learning)
Everyone has their own particular way of communicating. If you’re someone who thinks better in isolation, then be honest with other team members. Tell them you don’t always work best in a team setting, but you will follow up each meeting with a number of ideas after you’ve had time to think. A simple follow-up email filled with suggestions can be a nice way to tie together what was discussed at a meeting, while providing a fresh perspective on the topic.
S.J. Scott (Confident You: An Introvert's Guide to Success in Life and Business)
However, when those inside the bureaucracy work primarily to protect themselves, progress slows and the entire organization becomes more susceptible to external threats and pressures. Only when the Circle of Safety surrounds everyone in the organization, and not just a few people or a department or two, are the benefits fully realized. Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others. They look out for each other, but they do not offer the same considerations to those outside their “inner circle.” Without the protection of our leaders, everyone outside the inner circle is forced to work alone or in small tribes to protect and advance their own interests. And in so doing, silos form, politics entrench, mistakes are covered up instead of exposed, the spread of information slows and unease soon replaces any sense of cooperation and security.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
I suddenly thought back to a time when I was crying on the playground in first grade. We’d all been working on an art project and I was put on a team with Chelsea, her neighbor Erica, and a girl named Mary Jo Myers. We were all supposed to work together, but the three of them cut me out completely, acting like I wasn’t even there. If I spoke, they ignored me. If I tried to do something, they pulled it out of my reach. I was in tears by the time we broke for recess, sure nobody in the world liked me.
Stephanie Faris (30 Days of No Gossip (mix))
How does a team—or a company, for that matter—create psychological safety? Edmondson provides a three-step answer in her talk: •​Step 1: “Frame the work as a learning problem, not an execution problem.” Because the future is uncertain, emphasize that “we’ve got to have everyone’s brains and voices in the game.” •​Step 2: “Acknowledge your own fallibility.” Managers need to let people know that nobody has all the answers—we’re in this together. •​Step 3: Finally, leaders must “model curiosity and ask lots of questions
Nir Eyal (Indistractable: How to Control Your Attention and Choose Your Life)
One night, he left Stephen and me in the arcade and rushed off to a – this hurt my feelings – “real” game. That night, he missed a foul shot by two feet and made the mistake of admitting to the other players that his arms were tired from throwing miniature balls at a shortened hoop all afternoon. They laughed and laughed. ‘In the second overtime,’ Joel told me, ‘when the opposing team fouled me with four seconds left and gave me the opportunity to shoot from the line for the game, they looked mighty smug as they took their positions along the key. Oh, Pop-A-Shot guy, I could hear them thinking to their smug selves. He’ll never make a foul shot. He plays baby games. Wa-wa-wa, little Pop-A-Shot baby, would you like a zwieback biscuit? But you know what? I made those shots, and those songs of bitches had to wipe their smug grins off their smug faces and go home thinking that maybe Pop-A-Shot wasn’t such a baby game after all.” I think Pop-A-Shot’s a baby game. That’s why I love it. Unlike the game of basketball itself, Pop-A-Shot has no standard socially redeeming value whatsoever. Pop-A-Shot is not about teamwork or getting along or working together. Pop-A-Shot is not about getting exercise or fresh air. It takes place in fluorescent-lit bowling alleys or darkened bars. It costs money. At the end of a game, one does not swig Gatorade. One sips bourbon or margaritas or munches cupcakes. Unless one is playing the Super Shot version at the ESPN Zone in Times Square, in which case, one orders the greatest appetizer ever invented on this continent – a plate of cheeseburgers.
Sarah Vowell (The Partly Cloudy Patriot)
The Paradox of Being Human HUMAN BEINGS EXIST as individuals and as members of groups at all times. I am one and I am one of many . . . always. This also creates some inherent conflicts of interest. When we make decisions, we must weigh the benefits to us personally against the benefits to our tribe or collective. Quite often, what’s good for one is not necessarily good for the other. Working exclusively to advance ourselves may hurt the group, while working exclusively to advance the group may come at a cost to us as individuals.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
It’s not always going to be this easy, baby. No matter how much we say the past is in the past, there are going to be times when resentment claws its way through our flames. And it’s going to take both of us, together, working as a team to fight that back.” I tucked a stray hair behind her ear and allowed my gaze to roam her beautiful face. Fuck, this woman owned me. She always had. Always would. “I’m committing to do that with you Mira. I’m committing to fight harder than I’ve ever fought for anything in my life. Because we’re fucking worth it.
Aly Martinez (Thrive (Guardian Protection, #2))
1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.
Josh Kaufman (The Personal MBA: Master the Art of Business)
When the Knicks won the championship in 1970, our fans rallied behind us and became our sixth man because they saw a group of five distinct personalities come together and play as one seamless unit. Winning takes a game plan and that's where a great coach comes in. He has to have the vision. He has to be the architect and design a particular style of play that his players can work together and excel at. The great Celtics teams that won 11 championships in the span of 13 seasons ( 1957-69) never changed their system. They played the same game regardless of who their cast was.
Walt Frazier (The Game Within the Game)
According to a Gallup poll conducted in 2013 called “State of the American Workplace,” when our bosses completely ignore us, 40 percent of us actively disengage from our work. If our bosses criticize us on a regular basis, 22 percent of us actively disengage. Meaning, even if we’re getting criticized, we are actually more engaged simply because we feel that at least someone is acknowledging that we exist! And if our bosses recognize just one of our strengths and reward us for doing what we’re good at, only 1 percent of us actively disengage from the work we’re expected to do.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
Spacewar highlighted three aspects of the hacker culture that became themes of the digital age. First, it was created collaboratively. “We were able to build it together, working as a team, which is how we liked to do things,” Russell said. Second, it was free and open-source software. “People asked for copies of the source code, and of course we gave them out.” Of course—that was in a time and place when software yearned to be free. Third, it was based on the belief that computers should be personal and interactive. “It allowed us to get our hands on a computer and make it respond to us in real time,” said Russell.10
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
Since many threads are stronger than one, God has put me on a sewing team. Day by day, our job is to hunt the places where the world is ripped and bend over the damage to do what we can. Every good deed, every kind word, every act of justice and compassion tugs the torn edges closer together. The truer our aim, the smaller our stitches and the longer the patch will hold. We made plenty of the rips ourselves, and some of the worst ones show evidence of having been mended many times before, but that does not seem to discourage anyone. Mending is how we continue to be mended, and we would not trade the work for anything.
Barbara Brown Taylor (Speaking of Sin)
He looked up at Dana. Tears streamed down her face. No sounds escaped. The silence wrung his heart. He almost preferred sobs to this stoic display and that said something since a woman’s tears normally sent him scrambling to the closest exit. Jon sat with his back propped against a tree, pulled her close, and wrapped his arms around her. “What if they . . .” His arms tightened. “We’ll deal with it together.” “We?” “You aren’t alone anymore, baby. Never again. I’ll walk through every step of this with you. As long as you’ll allow me, we’re a team.” Dana pressed her head against his shoulder, her face against his neck. “I’m guessing you know about my history with Ross. That’s in the past, before you knew me. If Grace’s thugs assaulted me, would it . . .?” She lapsed into silence. “Affect how I feel about you?” he asked. She nodded. “Whatever they did shames them, Dana. You aren’t to blame for anything they might have done to you. People in this line of work are masters at their trade. Nothing will affect how much you mean to me or the role I hope you’ll play in my life from now on.” She sat up to look into his eyes. “What role?” Hope shined from her gaze. “A permanent one. When you’re safe and on U.S. soil, we’ll talk. I meant what I said. We’ll get through this together. I’ll stay beside you all the way.
Rebecca Deel (Midnight Escape (Fortress Security #1))
When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help. Asking for help is an example of an act that reveals vulnerability. However, when on a Trusting Team, we do so with the confidence that our boss or our colleagues will be there to support us. “Trust is the stacking and layering of small moments and reciprocal vulnerability over time,” says Brené Brown, research professor at the University of Houston in her book Dare to Lead. “Trust and vulnerability grow together, and to betray one is to destroy both.
Simon Sinek (The Infinite Game)
Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
The Disease of Me Dominance Lesson 1. There is no i in team but there is an i in win. Lesson 2. Everything you do, you do to the team. Lesson 3. Get out of yourself and into the team. Lesson 4. Don’t forget the fundamentals. Lesson 5. You can have no flickering lights. Lesson 6. Do not allow mistakes to go uncorrected. Lesson 7. Having skill is not having talent. Lesson 8. You must trust, not just believe. Lesson 9. Sometimes what is best for the individual is not what is best for the team. Lesson 10. Teams must take ownership for themselves and their personalities. Lesson 11. Teams that play together often end up lucky. Lesson 12. With your A game, you can beat anybody; anything less and they can beat you.
Nick Saban (How Good Do You Want to Be?: A Champion's Tips on How to Lead and Succeed at Work and in Life)
By tracing the early history of USCYBERCOM it is possible to understand some of the reasons why the military has focused almost completely on network defense and cyber attack while being unaware of the need to address the vulnerabilities in systems that could be exploited in future conflicts against technologically capable adversaries. It is a problem mirrored in most organizations. The network security staff are separate from the endpoint security staff who manage desktops through patch and vulnerability management tools and ensure that software and anti-virus signatures are up to date. Meanwhile, the development teams that create new applications, web services, and digital business ventures, work completely on their own with little concern for security. The analogous behavior observed in the military is the creation of new weapons systems, ISR platforms, precision targeting, and C2 capabilities without ensuring that they are resistant to the types of attacks that USCYBERCOM and the NSA have been researching and deploying. USCYBERCOM had its genesis in NCW thinking. First the military worked to participate in the information revolution by joining their networks together. Then it recognized the need for protecting those networks, now deemed cyberspace. The concept that a strong defense requires a strong offense, carried over from missile defense and Cold War strategies, led to a focus on network attack and less emphasis on improving resiliency of computing platforms and weapons systems.
Richard Stiennon (There Will Be Cyberwar: How The Move To Network-Centric Warfighting Has Set The Stage For Cyberwar)
WHAT EVERYONE SHOULD KNOW ABOUT YOU: What are some honest, unfiltered things about you? What drives you nuts? What are your quirks? What qualities do you particularly value in people who work with you? What are some things that people might misunderstand about you that you should clarify? HOW TO WORK WITH YOU: What’s the best way to communicate with you? What hours do we want to work together? Where and how do we want to work? (Same room, what kinds of meetings, what kinds of file sharing?) What are our goals for this team? What are our concerns about this team? How will we make decisions? What types of decisions need consensus? How will we deal with conflict? How do we want to give and receive feedback? (One-on-one, in a group, informally, or during a specified time each week—like at a retrospective?)
Liz Fosslien (No Hard Feelings: The Secret Power of Embracing Emotions at Work)
It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.
Abbi Jacobson (I Might Regret This: Essays, Drawings, Vulnerabilities, and Other Stuff)
Anton stood up and crossed the room to sit beside her on the sofa. “I’ve often thought that a marriage is like a covered wagon, full of the stuff of life. The man and the woman are the two workhorses who pull it. Eventually, it gets heavy. There are children in the wagon, a home that needs to be maintained, feelings that need to be protected and nurtured when life throws curveballs. It works when both partners pull together, but the journey can’t continue for long if one partner unbuckles the straps and decides to ride in the wagon, because it’s easier, and because he knows his partner will keep pulling no matter what. Sometimes it can’t be helped. If someone gets sick or is suffering in some other way . . . physically or emotionally or financially . . . when that happens, the other person needs to bear more of the load, but generally, when both partners are capable, husband and wife should be a team, pulling together, or at least taking equal turns.
Julianne MacLean (These Tangled Vines)
The key to innovation-at Bell Labs and in the digital age in general-was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history's basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses and Geeks Created the Digital Revolution)
Peopleware. A major contribution during recent years has been DeMarco and Lister's 1987 book, Peopleware: Productive Projects and Teams. Its underlying thesis is that "The major problems of our work are not so much technological as sociological in nature." It abounds with gems such as, "The manager's function is not to make people work, it is to make it possible for people to work." It deals with such mundane topics as space, furniture, team meals together. DeMarco and Lister provide real data from their Coding War Games that show stunning correlation between performances of programmers from the same organization, and between workplace characteristics and both productivity and defect levels. The top performers' space is quieter, more private, better protected against interruption, and there is more of it. . . . Does it really matter to you . . . whether quiet, space, and privacy help your current people to do better work or [alternatively] help you to attract and keep better people?[19]
Frederick P. Brooks Jr. (The Mythical Man-Month: Essays on Software Engineering)
Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
symphony isn’t what you’re going for. Leave the conductor and the sheet music behind. Build a jazz band instead. Jazz emphasizes individual spontaneity. The musicians know the overall structure of the song but have the freedom to improvise, riffing off one another other, creating incredible music. Of course, you can’t just remove the rules and processes, tell your team to be a jazz band, and expect it to be so. Without the right conditions, chaos will ensue. But now, after reading this book, you have a map. Once you begin to hear the music, keep focused. Culture isn’t something you can build up and then ignore. At Netflix, we are constantly debating our culture and expecting it will continually evolve. To build a team that is innovative, fast, and flexible, keep things a little bit loose. Welcome constant change. Operate a little closer toward the edge of chaos. Don’t provide a musical score and build a symphonic orchestra. Work on creating those jazz conditions and hire the type of employees who long to be part of an improvisational band. When it all comes together, the music is beautiful.
Reed Hastings (No Rules Rules: Netflix and the Culture of Reinvention)
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.
Jessica Pan (Sorry I'm Late, I Didn't Want to Come: An Introvert's Year of Living Dangerously)
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.
Ryan Holiday (Ego Is the Enemy)
a harbinger of a third wave of computing, one that blurred the line between augmented human intelligence and artificial intelligence. “The first generation of computers were machines that counted and tabulated,” Rometty says, harking back to IBM’s roots in Herman Hollerith’s punch-card tabulators used for the 1890 census. “The second generation involved programmable machines that used the von Neumann architecture. You had to tell them what to do.” Beginning with Ada Lovelace, people wrote algorithms that instructed these computers, step by step, how to perform tasks. “Because of the proliferation of data,” Rometty adds, “there is no choice but to have a third generation, which are systems that are not programmed, they learn.”27 But even as this occurs, the process could remain one of partnership and symbiosis with humans rather than one designed to relegate humans to the dustbin of history. Larry Norton, a breast cancer specialist at New York’s Memorial Sloan-Kettering Cancer Center, was part of the team that worked with Watson. “Computer science is going to evolve rapidly, and medicine will evolve with it,” he said. “This is coevolution. We’ll help each other.”28 This belief that machines and humans will get smarter together is a process that Doug Engelbart called “bootstrapping” and “coevolution.”29 It raises an interesting prospect: perhaps no matter how fast computers progress, artificial intelligence may never outstrip the intelligence of the human-machine partnership. Let us assume, for example, that a machine someday exhibits all of the mental capabilities of a human: giving the outward appearance of recognizing patterns, perceiving emotions, appreciating beauty, creating art, having desires, forming moral values, and pursuing goals. Such a machine might be able to pass a Turing Test. It might even pass what we could call the Ada Test, which is that it could appear to “originate” its own thoughts that go beyond what we humans program it to do. There would, however, be still another hurdle before we could say that artificial intelligence has triumphed over augmented intelligence. We can call it the Licklider Test. It would go beyond asking whether a machine could replicate all the components of human intelligence to ask whether the machine accomplishes these tasks better when whirring away completely on its own or when working in conjunction with humans. In other words, is it possible that humans and machines working in partnership will be indefinitely more powerful than an artificial intelligence machine working alone?
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
One of the few perks of the shit so monumentally hitting the fan is you discover who your real tribe is. It’s the only way through. So make sure you find yours, Kit.” “Okay,” I say, and start assembling my team in my head. I think back to middle school, when we’d have to pick players for dodgeball in gym. David was always chosen last. I imagine him standing there, looking two feet above everyone else’s heads, his hands flapping at his sides—something he still does occasionally, though I’m not sure he realizes it—and I want to go back in time and hug him, whisper in his ear that he can come stand by me. Tell him if he gets tired of flapping, he can hold my hand instead. “I very much hope you’ll consider including me,” my mom says in her quietest voice, and I realize this is the closest someone like my mother gets to begging. When I don’t immediately respond, she says, “At the very least, hashtag squad goals.” I laugh. My mom loves to try to talk like a teenager. A few weeks ago, I overheard her on the phone complaining about how she was tired of adulting and the last time we watched a romantic comedy together, she wanted to ship all the secondary characters. “Yeah, we can work on that,” I say, and realize just how much I’ve missed my mom recently. How I can’t make it through without her. That there will always be room in my tribe
Julie Buxbaum (What to Say Next)
These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.
Colin Bryar (Working Backwards: Insights, Stories, and Secrets from Inside Amazon)
she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The
Elizabeth Warren (This Fight Is Our Fight: The Battle to Save America's Middle Class)
Brain imaging studies suggest that a couple brain areas in particular are involved in cognitive control: the anterior cingulate cortex (ACC) and the lateral prefrontal cortex (lateral PFC). We’ll be referring to these together as the “cognitive control regions” of the brain. There is still some debate about the precise role played by each of these regions, but one plausible characterization is that the ACC is a kind of smoke detector, and the lateral PFC is the fire response team. Like a smoke detector, the ACC is in constant monitoring mode, waiting to detect a whiff of danger, such as an instance of cognitive conflict. In the case of the Stroop task, we’ve got two automatic processes that are in conflict: the identification of a typeface or color versus the automatic processing of a simple word (assuming you’re literate and it’s your native language). This conflict alerts the ACC, which then sends out an alarm to the lateral PFC to come deal with the situation. The lateral PFC is responsible for many higher cognitive functions, such as the integration of conscious and unconscious knowledge, working memory (the small spotlight of consciousness that allows us to focus on explicit information), and conscious planning. Most relevantly, when it comes to the case of the Stroop task, the lateral PFC also exerts control over other areas of the brain by strengthening the activation of task-relevant networks at the expense of other networks. By weakening certain neural pathways, the lateral PFC essentially tells them to stop doing what they are doing, which is the neural equivalent of fire-retarding foam. In the Stroop task presented above,
Edward Slingerland (Trying Not to Try: The Art and Science of Spontaneity)
We end up at an outdoor paintball course in Jersey. A woodsy, rural kind of place that’s probably brimming with mosquitos and Lyme disease. When I find out Logan has never played paintball before, I sign us both up. There’s really no other option. And our timing is perfect—they’re just about to start a new battle. The worker gathers all the players in a field and divides us into two teams, handing out thin blue and yellow vests to distinguish friend from foe. Since Logan and I are the oldest players, we both become the team captains. The wide-eyed little faces of Logan’s squad follow him as he marches back and forth in front of them, lecturing like a hot, modern-day Winston Churchill. “We’ll fight them from the hills, we’ll fight them in the trees. We’ll hunker down in the river and take them out, sniper-style. Save your ammo—fire only when you see the whites of their eyes. Use your heads.” I turn to my own ragtag crew. “Use your hearts. We’ll give them everything we’ve got—leave it all on the field. You know what wins battles? Desire! Guts! Today, we’ll all be frigging Rudy!” A blond boy whispers to his friend, “Who’s Rudy?” The kid shrugs. And another raises his hand. “Can we start now? It’s my birthday and I really want to have cake.” “It’s my birthday too.” I give him a high-five. “Twinning!” I raise my gun. “And yes, birthday cake will be our spoils of war! Here’s how it’s gonna go.” I point to the giant on the other side of the field. “You see him, the big guy? We converge on him first. Work together to take him down. Cut off the head,” I slice my finger across my neck like I’m beheading myself, “and the old dog dies.” A skinny kid in glasses makes a grossed-out face. “Why would you kill a dog? Why would you cut its head off?” And a little girl in braids squeaks, “Mommy! Mommy, I don’t want to play anymore.” “No,” I try, “that’s not what I—” But she’s already running into her mom’s arms. The woman picks her up—glaring at me like I’m a demon—and carries her away. “Darn.” Then a soft voice whispers right against my ear. “They’re already going AWOL on you, lass? You’re fucked.” I turn to face the bold, tough Wessconian . . . and he’s so close, I can feel the heat from his hard body, see the small sprigs of stubble on that perfect, gorgeous jaw. My brain stutters, but I find the resolve to tease him. “Dear God, Logan, are you smiling? Careful—you might pull a muscle in your face.” And then Logan does something that melts my insides and turns my knees to quivery goo. He laughs. And it’s beautiful. It’s a crime he doesn’t do it more often. Or maybe a blessing. Because Logan St. James is a sexy, stunning man on any given day. But when he laughs? He’s heart-stopping. He swaggers confidently back to his side and I sneer at his retreating form. The uniformed paintball worker blows a whistle and explains the rules. We get seven minutes to hide first. I cock my paintball shotgun with one hand—like Charlize Theron in Fury fucking Road—and lead my team into the wilderness. “Come on, children. Let’s go be heroes.” It was a massacre. We never stood a chance. In the end, we tried to rush them—overpower them—but we just ended up running into a hail of balls, getting our hearts and guts splattered with blue paint. But we tried—I think Rudy and Charlize would be proud
Emma Chase (Royally Endowed (Royally, #3))
When the service began, I was not surprised to hear the angelic hosts join with the worship team. In fact, several people in the church testified to hearing the angels. After the service, we traveled to Tim Horton’s for a late dinner. We returned to Botwood to find Margaret waiting for us, and she kindly directed us to our separate rooms for the night. The Holy Spirit was still hovering very close to me, and as soon as the door closed behind my host, the Lord began to speak to me. I immediately began to pray and worship the Lord. Once again, the Lord had me begin reading from Revelation 4. It was about 3:30 A.M. when I fell into a peaceful sleep praying in the Spirit. I awoke to the sound of the Lord’s voice speaking to me. “Kevin, get up; it’s time to go to work.” I opened my eyes and looked around the room. My mind began to race. I looked at the clock, and it was just 5:00 A.M. I had only been asleep for a short while. I sleepily said, “Lord, what could you possibly want me to do at this hour?” “Walk downstairs and prophesy to Margaret,” He said. I protested, “Lord, I don’t even know Margaret.” He said, “Don’t worry. I know her. Just say what I tell you to say.” “But Lord, It’s only 5 A.M., and nobody is awake at 5 A.M.” He answered, “Margaret is awake. She is in the kitchen. She is praying and having tea and a scone. Go to her now.” In my natural mind this seemed totally insane! Me? Prophesy? Suddenly the anointing and presence of the Lord intensified, and I found myself dressed. The next thing I knew I was walking down the hallway toward the stairs. All at once, there was a still, small voice speaking into my left ear. I was being told many things about Margaret. I was hearing the secrets of her heart. When I walked into the kitchen, she was there. She was having tea and a scone. I asked her what she was doing, and she told me that she was praying. PROPHESYING ABOUT ANGELS I said, “Margaret, I think God wants me to tell you something!” Her eyes grew as big as saucers as I launched into a litany of words about angels. I was as shocked as she was! I was able to speak in great detail about angels to her. “Your angel is very precious to you, and it has a name; your angel’s name is Charity. Your very nature is much like your angel. You are full of the love of God. The Lord is going to open your eyes to see your angel again. It is going to happen soon.” Somewhere in the middle of this heavenly utterance Margaret burst into tears! Then something else rather extraordinary began to happen. Gold dust began to rain down into the kitchen! Gold started to cover the kitchen table and our faces. After a few minutes, Margaret regained her composure, and I took a seat at the table with her. She shared with me her journey and how God had always ministered to her using the realm of angels as confirmation of everything that I had just spoken to her. We continued to fellowship together while enjoying tea and scones for the next hour and a half. Margaret gave me a copy of the book, Good Morning, Holy Spirit. Later, I took this Benny Hinn book along with me into the wilderness of Newfoundland where I had a life-changing encounter with the Holy Spirit in a tiny cabin. Margaret and I were joined by two friends for breakfast, and the Lord continued to move. Jennifer received the revelation that she was supposed to give an angel’s feather she had found to our hostess.
Kevin Basconi (How to Work with Angels in Your Life: The Reality of Angelic Ministry Today (Angels in the Realms of Heaven, Book 2))
My Father mapped out the perfect blueprint for how to treat a woman. He caters hand and foot to my Mother. Even showers that love onto my sister. He never had to tell me how to treat my woman because his actions spoke louder. Did I cling to my woman? Absolutely. Being up under soft melanin skin pleased me. You want to read a book? Cool, what story we reading? Wanna go shopping? Take my card if you promise to model everything for me. Those females at work bothering you? Let’s get animated in the mirror and act like we about to tag team. Your period on? Baby, want me to rub your belly? You need me to get those diaper looking pads with the wings? How about some lemon ginger tea? What are your dreams? You want to sell weave? Let’s catch a flight to China or India and figure out how we can become wholesalers. You wanna make cute Snapchat filter videos? What filter do you want? Are they not liking your pics? Fine. I’ll blast you all over my page. Your Mother threatening to kick you out. Where you wanna move? Better yet, move in with me. Just focus on school and building your brand. I got everything else. You got finals coming up. Pick a tutor. Heck, can I pay for the answers to the quiz? You think those stretch marks make you unattractive? Come here and let me show you how much I appreciate your stripes of glitter. Do you want to go to Dr. Miami? Absolutely not. We going to the gym. Gym grown not silicone. We are working out together. Go ahead and hashtag us as #baegoals #coupleswhoworkouttogetherstaytogether. You want to switch the hair and get a tapered cut? Let me call my barber and see when we can go. Stressing and worrying? You keep hearing whispers while you’re sleeping? Nah bae, that’s not a ghost. That’s me praying for you.
Chelsea Maria (For You I Will (Chaos of Love #1))
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.
Robert Spencer (The Politically Incorrect Guide to Islam (and the Crusades))
Among DID individuals, the sharing of conscious awareness between alters exists in varying degrees. I have seen cases where there has appeared to be no amnestic barriers between individual alters, where the host and alters appeared to be fully cognizant of each other. On the other hand, I have seen cases where the host was absolutely unaware of any alters despite clear evidence of their presence. In those cases, while the host was not aware of the alters, there were alters with an awareness of the host as well as having some limited awareness of at least a few other alters. So, according to my experience, there is a spectrum of shared consciousness in DID patients. From a therapeutic point of view, while treatment of patients without amnestic barriers differs in some ways from treatment of those with such barriers, the fundamental goal of therapy is the same: to support the healing of the early childhood trauma that gave rise to the dissociation and its attendant alters. Good DID therapy involves promoting co­-consciousness. With co-­consciousness, it is possible to begin teaching the patient’s system the value of cooperation among the alters. Enjoin them to emulate the spirit of a champion football team, with each member utilizing their full potential and working together to achieve a common goal. Returning to the patients that seemed to lack amnestic barriers, it is important to understand that such co-consciousness did not mean that the host and alters were well-­coordinated or living in harmony. If they were all in harmony, there would be no “dis­ease.” There would be little likelihood of a need or even desire for psychiatric intervention. It is when there is conflict between the host and/or among alters that treatment is needed.
David Yeung
CELEBRATE YOUR SUCCESS The more you praise and celebrate your life, the more there is in life to celebrate. —Oprah Winfrey How do you know if your scrappy effort was successful? There’s positive movement—cause to celebrate. It either moves your intention forward or you come closer to achieving your goal. You will know it worked because you feel the win, big or small. I’m a huge believer in champagne moments (or celebratory beer, ice cream, night on the town, whatever your preference). You have to celebrate! This journey is supposed to be fun. Stop and take the time to recognize and enjoy the big wins, little wins, and everything in between. Research shows there is bonus value to celebrating. In her article “Getting Results Through Others,” Loraine Kasprzak writes, quoting her coauthor Jean Oursler, “When others have worked hard to achieve the desired results, celebrate it! ‘It’s important to celebrate because our brains need a memorable reference point—also called a reward—to make the whole journey worthwhile.’” Celebrating creates a positive benchmark in your brain for future reference. According to an article in the Journal of Staff Development by Richard DuFour: Ritual and ceremony help us experience the unseen webs of significance that tie a community together. There may be grand ceremonies for special occasions, but organizations [and individuals] also need simple rituals that infuse meaning and purpose into daily routine. Without ritual and ceremony, transitions become incomplete, a clutter of comings and goings. Life becomes an endless set of Wednesdays. An endless set of Wednesdays? Yuck. Who needs that? Whether you are an individual, a small team, or a large organization, celebrate your scrappy wins as part of the experience and enjoy the ride.
Terri L. Sjodin (Scrappy: A Little Book About Choosing to Play Big)
Michael Lewis, the author of The Blind Side, wrote about professional basketball player Shane Battier, who plays for the Houston Rockets, in an article titled “The No-Stats All-Star.” He describes Battier as follows: “Shane Battier is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win. [Because] Battier . . . seems to help the team in all sorts of subtle, hard-to-measure ways that appear to violate his personal interests.” Subtle, hard-to-measure ways. Lewis continues: Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often a lot better, and his opponents get worse—often a lot worse. He may not grab huge numbers of rebounds, but he has an uncanny ability to improve his teammates’ rebounding. He doesn’t shoot much, but when he does, he takes only the most efficient shots . . . On defense, although he routinely guards the NBA’s most prolific scorers, he significantly reduces shooting percentages. [We] call him Lego. When he’s on the court, all the pieces start to fit together. Husbands, children, and coworkers may not understand what it is exactly that we do. Yet because of who we are and what we do, whether in our home, community, or workplace, things magically work. Like Shane Battier, our very presence seems to just make everything and everyone work better together. It’s hard to put your finger on it, but in my experience this “magic” of bringing people together and enhancing their strengths is a talent that many women seem to have. It’s one reason we are so good at being a safe haven and playing a supporting role, but it’s a talent that we can use for great good when we dust off our dreams and put on our Batman suit.
Whitney Johnson (Dare, Dream, Do: Remarkable Things Happen When You Dare to Dream)
Mattis and Gary Cohn had several quiet conversations about The Big Problem: The president did not understand the importance of allies overseas, the value of diplomacy or the relationship between the military, the economy and intelligence partnerships with foreign governments. They met for lunch at the Pentagon to develop an action plan. One cause of the problem was the president’s fervent belief that annual trade deficits of about $500 billion harmed the American economy. He was on a crusade to impose tariffs and quotas despite Cohn’s best efforts to educate him about the benefits of free trade. How could they convince and, in their frank view, educate the president? Cohn and Mattis realized they were nowhere close to persuading him. The Groundhog Day–like meetings on trade continued and the acrimony only grew. “Let’s get him over here to the Tank,” Mattis proposed. The Tank is the Pentagon’s secure meeting room for the Joint Chiefs of Staff. It might focus him. “Great idea,” Cohn said. “Let’s get him out of the White House.” No press; no TVs; no Madeleine Westerhout, Trump’s personal secretary, who worked within shouting distance of the Oval Office. There wouldn’t even be any looking out the window, because there were no windows in the Tank. Getting Trump out of his natural environment could do the trick. The idea was straight from the corporate playbook—a retreat or off-site meeting. They would get Trump to the Tank with his key national security and economic team to discuss worldwide strategic relations. Mattis and Cohn agreed. Together they would fight Trump on this. Trade wars or disruptions in the global markets could savage and undermine the precarious stability in the world. The threat could spill over to the military and intelligence community. Mattis couldn’t understand why the U.S. would want to pick a fight with allies, whether it was NATO, or friends in the Middle East, or Japan—or particularly with South Korea.
Bob Woodward (Fear: Trump in the White House)
The phone rang. It was a familiar voice. It was Alan Greenspan. Paul O'Neill had tried to stay in touch with people who had served under Gerald Ford, and he'd been reasonably conscientious about it. Alan Greenspan was the exception. In his case, the effort was constant and purposeful. When Greenspan was the chairman of Ford's Council of Economic Advisers, and O'Neill was number two at OMB, they had become a kind of team. Never social so much. They never talked about families or outside interests. It was all about ideas: Medicare financing or block grants - a concept that O'Neill basically invented to balance federal power and local autonomy - or what was really happening in the economy. It became clear that they thought well together. President Ford used to have them talk about various issues while he listened. After a while, each knew how the other's mind worked, the way married couples do. In the past fifteen years, they'd made a point of meeting every few months. It could be in New York, or Washington, or Pittsburgh. They talked about everything, just as always. Greenspan, O'Neill told a friend, "doesn't have many people who don't want something from him, who will talk straight to him. So that's what we do together - straight talk." O'Neill felt some straight talk coming in. "Paul, I'll be blunt. We really need you down here," Greenspan said. "There is a real chance to make lasting changes. We could be a team at the key moment, to do the things we've always talked about." The jocular tone was gone. This was a serious discussion. They digressed into some things they'd "always talked about," especially reforming Medicare and Social Security. For Paul and Alan, the possibility of such bold reinventions bordered on fantasy, but fantasy made real. "We have an extraordinary opportunity," Alan said. Paul noticed that he seemed oddly anxious. "Paul, your presence will be an enormous asset in the creation of sensible policy." Sensible policy. This was akin to prayer from Greenspan. O'Neill, not expecting such conviction from his old friend, said little. After a while, he just thanked Alan. He said he always respected his counsel. He said he was thinking hard about it, and he'd call as soon as he decided what to do. The receiver returned to its cradle. He thought about Greenspan. They were young men together in the capital. Alan stayed, became the most noteworthy Federal Reserve Bank chairman in modern history and, arguably the most powerful public official of the past two decades. O'Neill left, led a corporate army, made a fortune, and learned lessons - about how to think and act, about the importance of outcomes - that you can't ever learn in a government. But, he supposed, he'd missed some things. There were always trade-offs. Talking to Alan reminded him of that. Alan and his wife, Andrea Mitchell, White House correspondent for NBC news, lived a fine life. They weren't wealthy like Paul and Nancy. But Alan led a life of highest purpose, a life guided by inquiry. Paul O'Neill picked up the telephone receiver, punched the keypad. "It's me," he said, always his opening. He started going into the details of his trip to New York from Washington, but he's not much of a phone talker - Nancy knew that - and the small talk trailed off. "I think I'm going to have to do this." She was quiet. "You know what I think," she said. She knew him too well, maybe. How bullheaded he can be, once he decides what's right. How he had loved these last few years as a sovereign, his own man. How badly he was suited to politics, as it was being played. And then there was that other problem: she'd almost always been right about what was best for him. "Whatever, Paul. I'm behind you. If you don't do this, I guess you'll always regret it." But it was clearly about what he wanted, what he needed. Paul thanked her. Though somehow a thank-you didn't seem appropriate. And then he realized she was crying.
Ron Suskind (The Price of Loyalty: George W. Bush, the White House, and the Education of Paul O'Neill)
The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.
Harvard Business School Press (HBR's 10 Must Reads on Innovation (with featured article "The Discipline of Innovation," by Peter F. Drucker))
The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.
Simon Sinek (Start With Why: How Great Leaders Inspire Everyone To Take Action)
Knowing Chris was getting married, his fellow Team members decided that they had to send him off with a proper SEAL bachelor party. That meant getting him drunk, of course. It also meant writing all over him with permanent markers-an indelible celebration, to be sure. Fortunately, they liked him, so his face wasn’t marked up-not by them, at least; he’d torn his eyebrow and scratched his lip during training. Under his clothes, he looked quite the sight. And the words wouldn’t come off no matter how he, or I scrubbed. I pretended to be horrified, but honestly, that didn’t bother me much. I was just happy to have him with me, and very excited to be spending the rest of my life with the man I loved. It’s funny, the things you get obsessed about. Days before the wedding, I spent forty-five minutes picking out exactly the right shape of lipstick, splurging on expensive cosmetics-then forgot to take it with me the morning of the wedding. My poor sister and mom had to run to Walgreens for a substitute; they came back with five different shades, not one of which matched the one I’d picked out. Did it matter? Not at all, although I still remember the vivid marks the lipstick made when I kissed him on the cheek-marking my man. Lipstick, location, time of day-none of that mattered in the end. What did matter were our families and friends, who came in for the ceremony. Chris liked my parents, and vice versa. I truly loved his mom and dad. I have a photo from that day taped near my work area. My aunt took it. It’s become my favorite picture, an accidental shot that captured us perfectly. We stand together, beaming, with an American flag in the background. Chris is handsome and beaming; I’m beaming at him, practically glowing in my white gown. We look so young, happy, and unworried about what was to come. It’s that courage about facing the unknown, the unshakable confidence that we’d do it together, that makes the picture so precious to me. It’s a quality many wedding photos possess. Most couples struggle to make those visions realities. We would have our struggles as well.
Taya Kyle (American Wife: Love, War, Faith, and Renewal)
Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
What secrets?” Eena blurted out. Kira answered the question by defensively listing them out on her fingers. “How about the fact that Derian was coming for you in a few short days, or the fact that Gemdorin was forcing you to search for some magic gem we were all unaware existed. How about the knowledge of your unusual powers that you stupidly used to infect the Ghengats, which was also a secret you kept to yourself until it was discovered by Gemdorin, making it too late for us to do anything about preventing you from being beaten half to death! You hide things as if you think your abilities are so superior to what the rest of us can possibly contribute!” Eena shook her head adamantly. “That’s not what I think…” “It’s how you behave. It’s how you come across to everyone. Your selfish actions speak a helluva lot louder than your hollow words or your foolish intentions.” The young queen felt a rise of tears burn her eyes. “My intentions are not foolish. All I ever meant to do was protect those around me.” “By keeping us in the dark? That’s not protection, girl. That’s neglect.” Eena sniffled as fresh waterworks ran down her cheeks. Her face twisted up, confused. “People get hurt when they’re involved in my problems.” “In our problems.” “No! My problems!” she insisted. Kira threw up her arms. “There you go being all selfish again!” Eena sucked in a ragged breath, almost crying out the next question. “How do you figure that’s being selfish? I’m trying to keep everyone safe!” “And what did I just get through telling you about that idiotic notion?” Eena looked up at the ceiling. She raised her palms in frustration as she bawled. “I don’t know what else to do! What do you want from me?” Kira stepped forward and knelt in front of her tortured sister. Her hand rested gently on Eena’s knee as the Mishmorat’s gruff countenance melted. A softer, kinder voice answered the desperate question. “We want you to understand that the world doesn’t rest on your shoulders. You’re only responsible for a small portion of what happens daily on Moccobatra. Life isn’t dependent upon you alone, Sha Eena. It’s dependent upon all of us. We’re a team. We work together doing our own part. We need you to be part of our team, not a single entity existing on your own.
Richelle E. Goodrich (Eena, The Companionship of the Dragon's Soul (The Harrowbethian Saga #6))
Betsy didn’t want to be at the party any more than Cole did. She’d met the birthday girl in a spin class a couple of years earlier and had been declining her Evites ever since. In an effort to meet new people, however, this time Betsy replied “Yes.” She took a cab to the party, wondering why she was going at all. When Betsy met Cole there was a spark, but she was ambivalent. Cole was clearly smart and well educated, but he didn’t seem to be doing much about it. They had some nice dates, which seemed promising. Then, after sleeping over one night and watching Cole wake up at eleven a.m. and grab his skateboard, Betsy felt less bullish. She didn’t want to help another boyfriend grow up. What Betsy didn’t know was that, ever since he’d started spending time with her, Cole had regained some of his old drive. He saw the way she wanted to work on her sculptures even on the weekend, how she and her friends loved to get together to talk about their projects and their plans. As a result, Cole started to think more aspirationally. He eyed a posting for a good tech job at a high-profile start-up, but he felt his résumé was now too shabby to apply. As luck would have it—and it is often luck—Cole remembered that an old friend from high school, someone he bumped into about once every year or two, worked at the start-up. He got in touch, and this friend put in a good word to HR. After a handful of interviews with different people in the company, Cole was offered the position. The hiring manager told Cole he had been chosen for three reasons: His engineering degree suggested he knew how to work hard on technical projects, his personality seemed like a good fit for the team, and the twentysomething who vouched for him was well liked in the company. The rest, the manager said, Cole could learn on the job. This one break radically altered Cole’s career path. He learned software development at a dot-com on the leading edge. A few years later, he moved over and up as a director of development at another start-up because, by then, the identity capital he’d gained could speak for itself. Nearly ten years later, Cole and Betsy are married. She runs a gallery co-op. He’s a CIO. They have a happy life and gladly give much of the credit to Cole’s friend from high school and to the woman with the Evites.
Meg Jay (The Defining Decade: Why Your Twenties Matter—And How to Make the Most of Them Now)
A few hundred million years later, some of these eukaryotes developed a novel adaptation: they stayed together after cell division to form multicellular organisms in which every cell had exactly the same genes. These are the three-boat septuplets in my example. Once again, competition is suppressed (because each cell can only reproduce if the organism reproduces, via its sperm or egg cells). A group of cells becomes an individual, able to divide labor among the cells (which specialize into limbs and organs). A powerful new kind of vehicle appears, and in a short span of time the world is covered with plants, animals, and fungi.37 It’s another major transition. Major transitions are rare. The biologists John Maynard Smith and Eörs Szathmáry count just eight clear examples over the last 4 billion years (the last of which is human societies).38 But these transitions are among the most important events in biological history, and they are examples of multilevel selection at work. It’s the same story over and over again: Whenever a way is found to suppress free riding so that individual units can cooperate, work as a team, and divide labor, selection at the lower level becomes less important, selection at the higher level becomes more powerful, and that higher-level selection favors the most cohesive superorganisms.39 (A superorganism is an organism made out of smaller organisms.) As these superorganisms proliferate, they begin to compete with each other, and to evolve for greater success in that competition. This competition among superorganisms is one form of group selection.40 There is variation among the groups, and the fittest groups pass on their traits to future generations of groups. Major transitions may be rare, but when they happen, the Earth often changes.41 Just look at what happened more than 100 million years ago when some wasps developed the trick of dividing labor between a queen (who lays all the eggs) and several kinds of workers who maintain the nest and bring back food to share. This trick was discovered by the early hymenoptera (members of the order that includes wasps, which gave rise to bees and ants) and it was discovered independently several dozen other times (by the ancestors of termites, naked mole rats, and some species of shrimp, aphids, beetles, and spiders).42 In each case, the free rider problem was surmounted and selfish genes began to craft relatively selfless group members who together constituted a supremely selfish group.
Jonathan Haidt (The Righteous Mind: Why Good People are Divided by Politics and Religion)
In the spring of 1940, when the Nazis overran France from the north, much of its Jewish population tried to escape the country towards the south. In order to cross the border, they needed visas to Spain and Portugal, and together with a flood of other refugees, tens of thousands of Jews besieged the Portuguese consulate in Bordeaux in a desperate attempt to get that life-saving piece of paper. The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion. 22. Aristides de Sousa Mendes, the angel with the rubber stamp. 22.​Courtesy of the Sousa Mendes Foundation. The Portuguese government – which had little desire to accept any of these refugees – sent agents to escort the disobedient consul back home, and fired him from the foreign office. Yet officials who cared little for the plight of human beings nevertheless had a deep reverence for documents, and the visas Sousa Mendes issued against orders were respected by French, Spanish and Portuguese bureaucrats alike, spiriting up to 30,000 people out of the Nazi death trap. Sousa Mendes, armed with little more than a rubber stamp, was responsible for the largest rescue operation by a single individual during the Holocaust.2 The sanctity of written records often had far less positive effects. From 1958 to 1961 communist China undertook the Great Leap Forward, when Mao Zedong wished to rapidly turn China into a superpower. Intending to use surplus grain to finance ambitious industrial projects, Mao ordered the doubling and tripling of agricultural production. From the government offices in Beijing his impossible demands made their way down the bureaucratic ladder, through provincial administrators, all the way down to the village headmen. The local officials, afraid of voicing any criticism and wishing to curry favour with their superiors, concocted imaginary reports of dramatic increases in agricultural output. As the fabricated numbers made their way back up the bureaucratic hierarchy, each official exaggerated them further, adding a zero here or there with a stroke of a pen. 23.
Yuval Noah Harari (Homo Deus: A History of Tomorrow)
After your email about the Late Bronze Age collapse, I became very intrigued by the idea that writing systems could be ‘lost’. In fact I wasn’t really sure what that even meant, so I had to look it up, and I ended up reading a lot about something called Linear B. Do you know all about this already? Basically, around the year 1900, a team of British excavators in Crete found a cache of ancient clay tablets in a terracotta bathtub. The tablets were inscribed with a syllabic script of unknown language and appeared to date from around 1400 BCE. Throughout the early part of the twentieth century, classical scholars and linguists tried to decipher the markings, known as Linear B, with no success. Although the script was organised like writing, no one could work out what language it transcribed. Most academics hypothesised it was a lost language of the Minoan culture on Crete, with no remaining descendants in the modern world. In 1936, at the age of eighty-five, the archaeologist Arthur Evans gave a lecture in London about the tablets, and in attendance at the lecture was a fourteen-year-old schoolboy named Michael Ventris. Before the Second World War broke out, a new cache of tablets was found and photographed – this time on the Greek mainland. Still, no attempts to translate the script or identify its language were successful. Michael Ventris had grown up in the meantime and trained as an architect, and during the war he was conscripted to serve in the RAF. He hadn’t received any formal qualifications in linguistics or classical languages, but he’d never forgotten Arthur Evans’s lecture that day about Linear B. After the war, Ventris returned to England and started to compare the photographs of the newly discovered tablets from the Greek mainland with the inscriptions on the old Cretan tablets. He noticed that certain symbols on the tablets from Crete were not replicated on any of the samples from Pylos. He guessed that those particular symbols might represent place names on the island. Working from there, he figured out how to decipher the script – revealing that Linear B was in fact an early written form of ancient Greek. Ventris’s work not only demonstrated that Greek was the language of the Mycenaean culture, but also provided evidence of written Greek which predated the earliest-known examples by hundreds of years. After the discovery, Ventris and the classical scholar and linguist John Chadwick wrote a book together on the translation of the script, entitled ‘Documents in Mycenaean Greek’. Weeks before the publication of the book in 1956, Ventris crashed his car into a parked truck and died. He was thirty-four
Sally Rooney (Beautiful World, Where Are You)
In 1950, a thirty-year-old scientist named Rosalind Franklin arrived at King’s College London to study the shape of DNA. She and a graduate student named Raymond Gosling created crystals of DNA, which they bombarded with X-rays. The beams bounced off the crystals and struck photographic film, creating telltale lines, spots, and curves. Other scientists had tried to take pictures of DNA, but no one had created pictures as good as Franklin had. Looking at the pictures, she suspected that DNA was a spiral-shaped molecule—a helix. But Franklin was relentlessly methodical, refusing to indulge in flights of fancy before the hard work of collecting data was done. She kept taking pictures. Two other scientists, Francis Crick and James Watson, did not want to wait. Up in Cambridge, they were toying with metal rods and clamps, searching for plausible arrangements of DNA. Based on hasty notes Watson had written during a talk by Franklin, he and Crick put together a new model. Franklin and her colleagues from King’s paid a visit to Cambridge to inspect it, and she bluntly told Crick and Watson they had gotten the chemistry all wrong. Franklin went on working on her X-ray photographs and growing increasingly unhappy with King’s. The assistant lab chief, Maurice Wilkins, was under the impression that Franklin was hired to work directly for him. She would have none of it, bruising Wilkins’s ego and leaving him to grumble to Crick about “our dark lady.” Eventually a truce was struck, with Wilkins and Franklin working separately on DNA. But Wilkins was still Franklin’s boss, which meant that he got copies of her photographs. In January 1953, he showed one particularly telling image to Watson. Now Watson could immediately see in those images how DNA was shaped. He and Crick also got hold of a summary of Franklin’s unpublished research she wrote up for the Medical Research Council, which guided them further to their solution. Neither bothered to consult Franklin about using her hard-earned pictures. The Cambridge and King’s teams then negotiated a plan to publish a set of papers in Nature on April 25, 1953. Crick and Watson unveiled their model in a paper that grabbed most of the attention. Franklin and Gosling published their X-ray data in another paper, which seemed to readers to be a “me-too” effort. Franklin died of cancer five years later, while Crick, Watson, and Wilkins went on to share the Nobel prize in 1962. In his 1968 book, The Double Helix, Watson would cruelly caricature Franklin as a belligerent, badly dressed woman who couldn’t appreciate what was in her pictures. That bitter fallout is a shame, because these scientists had together discovered something of exceptional beauty. They had found a molecular structure that could make heredity possible.
Carl Zimmer (She Has Her Mother's Laugh: What Heredity Is, Is Not, and May Become)
to stay! It was another answer to prayer, and I graciously accepted her offer. When the service began, I was not surprised to hear the angelic hosts join with the worship team. In fact, several people in the church testified to hearing the angels. After the service, we traveled to Tim Horton’s for a late dinner. We returned to Botwood to find Margaret waiting for us, and she kindly directed us to our separate rooms for the night. The Holy Spirit was still hovering very close to me, and as soon as the door closed behind my host, the Lord began to speak to me. I immediately began to pray and worship the Lord. Once again, the Lord had me begin reading from Revelation 4. It was about 3:30 A.M. when I fell into a peaceful sleep praying in the Spirit. I awoke to the sound of the Lord’s voice speaking to me. “Kevin, get up; it’s time to go to work.” I opened my eyes and looked around the room. My mind began to race. I looked at the clock, and it was just 5:00 A.M. I had only been asleep for a short while. I sleepily said, “Lord, what could you possibly want me to do at this hour?” “Walk downstairs and prophesy to Margaret,” He said. I protested, “Lord, I don’t even know Margaret.” He said, “Don’t worry. I know her. Just say what I tell you to say.” “But Lord, It’s only 5 A.M., and nobody is awake at 5 A.M.” He answered, “Margaret is awake. She is in the kitchen. She is praying and having tea and a scone. Go to her now.” In my natural mind this seemed totally insane! Me? Prophesy? Suddenly the anointing and presence of the Lord intensified, and I found myself dressed. The next thing I knew I was walking down the hallway toward the stairs. All at once, there was a still, small voice speaking into my left ear. I was being told many things about Margaret. I was hearing the secrets of her heart. When I walked into the kitchen, she was there. She was having tea and a scone. I asked her what she was doing, and she told me that she was praying. PROPHESYING ABOUT ANGELS I said, “Margaret, I think God wants me to tell you something!” Her eyes grew as big as saucers as I launched into a litany of words about angels. I was as shocked as she was! I was able to speak in great detail about angels to her. “Your angel is very precious to you, and it has a name; your angel’s name is Charity. Your very nature is much like your angel. You are full of the love of God. The Lord is going to open your eyes to see your angel again. It is going to happen soon.” Somewhere in the middle of this heavenly utterance Margaret burst into tears! Then something else rather extraordinary began to happen. Gold dust began to rain down into the kitchen! Gold started to cover the kitchen table and our faces. After a few minutes, Margaret regained her composure, and I took a seat at the table with her. She shared with me her journey and how God had always ministered to her using the realm of angels as confirmation of everything that I had just spoken to her. We continued to fellowship together while enjoying tea and scones for the next hour and a half. Margaret gave me a copy of the book, Good Morning, Holy Spirit. Later, I took this Benny Hinn book along with me into the wilderness of Newfoundland where I had a life-changing encounter with the Holy Spirit in a tiny cabin. Margaret and I were joined by two friends for breakfast, and the Lord continued to move. Jennifer received the revelation that she was supposed to give an angel’s feather she had found to our hostess.
Kevin Basconi (How to Work with Angels in Your Life: The Reality of Angelic Ministry Today (Angels in the Realms of Heaven, Book 2))
The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.
Doris Kearns Goodwin (The Bully Pulpit: Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism)
Team spirit, individual strength.
Lailah Gifty Akita
When people are given the opportunity to work together in teams, contributing their ideas and gifts, and being valued and recognized for their contribution, they accomplish amazing things, and love doing so.
Michele Hunt (Dreammakers: Innovating for the Greater Good)
It’s fun to win, sure, but if you only have fun when you win, you completely lose the joy of just playing a game, and being part of a team that works together. You’re not going to win every game you play, so if winning is the only way you have fun, you’re going to have a bad time pretty often.
Wil Wheaton (Still Just a Geek: An Annotated Memoir)
A couple of weeks before, while going over a Variety list of the most popular songs of 1935 and earlier, to use for the picture’s sound track – which was going to consist only of vintage recording played not as score but as source music – my eye stopped on a .933 standard, words by E.Y. (“Yip”) Harburg (with producer Billy Rose), music by Harold Arlen, the team responsible for “Over the Rainbow”, among many notable others, together and separately. Legend had it that the fabulous Ms. Dorothy Parker contributed a couple of lines. There were just two words that popped out at me from the title of the Arlen-Harburg song, “It’s Only a Paper Moon”. Not only did the sentiment of the song encapsulate metaphorically the main relationship in our story – Say, it’s only a paper moon Sailing over a cardboard sea But it wouldn’t be make-believe If you believed in me – the last two words of the title also seemed to me a damn good movie title. Alvin and Polly agreed, but when I tried to take it to Frank Yablans, he wasn’t at all impressed and asked me what it meant. I tried to explain. He said that he didn’t “want us to have our first argument,” so why didn’t we table this conversation until the movie was finished? Peter Bart called after a while to remind me that, after all, the title Addie Pray was associated with a bestselling novel. I asked how many copies it had sold in hardcover. Peter said over a hundred thousand. That was a lot of books but not a lot of moviegoers. I made that point a bit sarcastically and Peter laughed dryly. The next day I called Orson Welles in Rome, where he was editing a film. It was a bad connection so we had to speak slowly and yell: “Orson! What do you think of this title?!” I paused a beat or two, then said very clearly, slowly and with no particular emphasis or inflection: “Paper …Moon!” There was a silence for several moments, and then Orson said, loudly, “That title is so good, you don’t even need to make the picture! Just release the title! Armed with that reaction, I called Alvin and said, “You remember those cardboard crescent moons they have at amusement parks – you sit in the moon and have a picture taken?” (Polly had an antique photo of her parents in one of them.) We already had an amusement park sequence in the script so, I continued to Alvin, “Let’s add a scene with one of those moons, then we can call the damn picture Paper Moon!” And this led eventually to a part of the ending, in which we used the photo Addie had taken of herself as a parting gift to Moze – alone in the moon because he was too busy with Trixie to sit with his daughter – that she leaves on the truck seat when he drops her off at her aunt’s house. … After the huge popular success of the picture – four Oscar nominations (for Tatum, Madeline Kahn, the script, the sound) and Tatum won Best Supporting Actress (though she was the lead) – the studio proposed that we do a sequel, using the second half of the novel, keeping Tatum and casting Mae West as the old lady; they suggested we call the new film Harvest Moon. I declined. Later, a television series was proposed, and although I didn’t want to be involved (Alvin Sargent became story editor), I agreed to approve the final casting, which ended up being Jodie Foster and Chris Connolly, both also blondes. When Frank Yablans double-checked about my involvement, I passed again, saying I didn’t think the show would work in color – too cute – and suggested they title the series The Adventures of Addie Pray. But Frank said, “Are you kidding!? We’re calling it Paper Moon - that’s a million-dollar title!” The series ran thirteen episodes.
Peter Bogdanovich (Paper Moon)
Each of us has a Team of Light—a group of unseen helpers who work together to guide us to our highest path. This team is made up of our loved ones who have crossed, our spirit guides (also commonly known as guardian angels), a higher angelic realm, and God energy, which is based in the strongest force there is or ever will be: love.
Laura Lynne Jackson (Signs: The Secret Language of the Universe)
It turns out, even when offered big titles and bigger salaries, people would rather work at a place in which they feel like they belong. People would rather feel safe among their colleagues, have the opportunity to grow and feel a part of something bigger than themselves than work in a place that simply makes them rich.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
The team needs to learn how to work together, align around the right imperatives, and develop their unique chemistry.
Kevin G. Bethune (Reimagining Design: Unlocking Strategic Innovation (Simplicity: Design, Technology, Business, Life))
From the word go, the two of us have been a team. I was not an experienced trainer, but she and I worked through it all together, both learning as we went. She is the most loyal dog I will ever own. She will sit and gaze into my eyes. I am her world. She does not have the strength of some sheepdogs, but what she lacks in raw power she more than makes up for in pure effort. If I were to set her an impossible task, she would persevere to her last breath rather than let me down. Whether we are out checking the sheep, gathering lambs for dosing or just sitting together in my car, having lunch and listening to Radio 1, we are inseparable. I doubt I will ever own another dog like her.
Emma Gray (One Girl and Her Dogs: Life, Love and Lambing in the Middle of Nowhere)
Most Mondays, their visit to Ive would be followed by one to Avie and the team working on Apple’s new operating system, which would eventually be called OS X. The radical new operating system would be the flywheel of all the extraordinary developments that would follow over the next decade, from Apple’s suite of iLife applications, to iOS—the slimmed-down operating system that would give life to the iPhone and iPad—to the entirely new software industry that emerged to produce the millions of apps written for those devices. While Steve’s gadgets and computers drew the most attention, the software that made them go was every bit as important. Steve always said that Apple’s primary competitive advantage was that it created the whole widget: the finely tuned symbiosis between the hardware and the software together defined a superior user experience. In the PC world, hardware and software technologies came from different companies that didn’t always even get along, including IBM and the PC-clone manufacturers, Microsoft, and Intel.
Brent Schlender (Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader)
1. Clarify Together At the first step, Clarify Together, you are ready to begin coaching. Start by making sure you have permission to coach the potential candidate, and verify that you have selected a time that works for you both. Clarifying Together is about setting the stage for the coaching conversation and making sure there is alignment about why you are engaging in this process. Here are some questions that may be helpful during this step: What are the most important visions, strategies, goals, or outcomes that you are seeking to accomplish? What are the benefits of going after these anticipated goals and key outcomes? What are the costs or negative consequences of not doing these things? What is the single most important thing to do now to advance toward your goal? What performance gaps, poor behaviors, or challenging issues need to be addressed? On a scale of 1 to 10 (with 10 being the highest), how likely are you to make your goal happen in the time frame you have committed to? How might you alter the plan to move it closer to a 10?
Michael K. Simpson (Unlocking Potential: 7 Coaching Skills That Transform Individuals, Teams, and Organizations)
A MANAGER’S JOB IS TO … build a team that works well together, support members in reaching their career goals, and create processes to get work done smoothly and efficiently.
Julie Zhuo (The Making of a Manager: What to Do When Everyone Looks to You)
Compatibility is a concept most Muslim families overlook, but I’m glad we were raised differently. Two people who are wonderful individuals and amazing Muslims can make a terrible team together, and there’s no other way to say it. I don’t think I’m asking for too much. It may be impossible to understand someone fully until you live with them, but that does not mean you don’t try to work out few aspects at least. I want my future husband to match certain characteristics I possess. It’s easier to move ahead in life when you’re starting from the same step.
Sarah Mehmood (The White Pigeon)
He sighed. Morrie had counseled so many unhappy lovers in his years as a professor. “It’s sad, because a loved one is so important. You realize that, especially when you’re in a time like I am, when you’re not doing so well. Friends are great, but friends are not going to be here on a night when you’re coughing and can’t sleep and someone has to sit up all night with you, comfort you, try to be helpful.” Charlotte and Morrie, who met as students, had been married forty-four years. I watched them together now, when she would remind him of his medication, or come in and stroke his neck, or talk about one of their sons. They worked as a team, often needing no more than a silent glance to understand what the other was thinking. Charlotte was a private person, different from Morrie, but I knew how much he respected her, because sometimes when we spoke, he would say, “Charlotte might be uncomfortable with me revealing that,” and he would end the conversation. It was the only time Morrie held anything back.“I’ve learned this much about marriage,” he said now. “You get tested. You find out who you are, who the other person is, and how you accommodate or don’t.” Is there some kind of rule to know if a marriage is going to work? Morrie smiled. “Things are not that simple, Mitch.” I know. “Still,” he said, “there are a few rules I know to be true about love and marriage: If you don’t respect the other person, you’re gonna have a lot of trouble. If you don’t know how to compromise, you’re gonna have a lot of trouble. If you can’t talk openly about what goes on between you, you’re gonna have a lot of trouble. And if you don’t have a common set of values in life, you’re gonna have a lot of trouble. Your values must be alike. “And the biggest one of those values, Mitch?” Yes? “Your belief in the importance of your marriage.” He sniffed, then closed his eyes for a moment. “Personally,” he sighed, his eyes still closed, “I think marriage is a very important thing to do, and you’re missing a hell of a lot if you don’t try it.” He ended the subject by quoting the poem he believed in like a prayer: “Love each other or perish.
Mitch Albom (Tuesdays with Morrie)
Coming together is a beginning. Keeping together is progress. Working together is success." --Henry Ford
Peter Oliver (Team Building: The Principles of Managing People and Productivity (Management Success Book 3))
Black and white keys on Piano. Several strings on Guitar. Double takes layering and adds lips on Vocals. Kicks, snare, hit hat and cymbals on Drums. The more the dynamic, the more the music sounds good. This should tell you that we can achieve great things when we work together. Musicians' career ends when they start working against each other instead of working together.
De philosopher DJ Kyos
We are committed to the mission and to each other’s success: We will not let each other fail. In fact, we will ensure each other succeeds. We will elevate each other as we work together to achieve
Keith Ferrazzi (Leading Without Authority: How Co-Elevation Is Redefining Collaboration and Transforming Our Teams)
For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas. In most workplaces today, people are holding back far too often – reluctant to say or ask something that might somehow make them look bad. To complicate matters, as companies become increasingly global and complex, more and more of the work is team-based. Today's employees, at all levels, spend 50% more time collaborating than they did 20 years ago.3 Hiring talented individuals is not enough. They have to be able to work well together.
Amy C. Edmondson (The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth)
Team Leader’s Checklist Learn: Strengthen the team both cognitively and affectively. Design well: Set distinct goals with defined and varied tasks for team members. Build identity: Share experience and strengthen camaraderie to create a set of norms and values. Dynamic: As the market changes, evolve the team’s expectations and tasks. Diverse and inclusive: Optimize variety in the members’ backgrounds and experiences, and engage all in the team’s work and achievements. Size right: Not too large, not too small. Set compelling direction, strong structure, supportive context, and shared mindset. Create a team agenda, inner scaffolding, outer backing, and aligned thinking for members to row together in the right direction.
Michael Useem (The Leader's Checklist)
Full Disclosure: when Dan DiDio approached me about doing one, I was wary to say the least. Nowadays events often mean character deaths or reboots or company-wide publishing initiatives and so on. But the run Greg Capullo and I had on BATMAN was, for better or for worse, idiosyncratic - about our own hopes, our fears, our interests. It was just... very much ours. Even so, I told Dan that I *did* have a story, one I'd been working on for a few years, a big one, in the back of my brain. It was about a detective case that stretched back to the beginnings of humanity, a mystery about the nature of the DC Universe that Batman would try to uncover, and which would lead him and the Justice League to discover that their own cosmology was much larger, scarier and more wondrous than they'd known. But I wasn't sure it would make a good "event". Dan, to his credit, said, "Work it up and let's see." So I did. But in the course of working it up, I reread all the events I could think of. Just for reference. Not only recent ones, but events from years ago, from when I was a kid. And what I discovered, or rediscovered, was that at their core, events are joyous things. They're these great big stories, ridiculous tales about alien invasions or cosmic gems or zombie-space-cop attacks that have the highest stakes possible - stories where the whole universe hangs in the balance and nothing will ever be the same again! They were *about* things, and - what I also realized while doing my homework - when I was a kid, they were THE stories that brought me and my friends together. We'd split our money and buy different parts of an event, just to be able to argue about it. We'd meet after school and go on for hours about who should win, who should lose... Because even the grimmest events are celebratory. They're about pushing the limits of an already ludicrous form to a breaking point. So that's what I came back with. I remember standing in my kitchen and getting ready to pitch DARK NIGHTS: METAL to Greg, having prepared a whole presentation, a whole argument as to why, crazy as it was, it was us, it was *our* event. I said "It's called METAL," and Greg said, "I'm in," before I could even tell him the story. And even though Dan thought it was crazy, he went with it, and for that I'm very grateful. In the end, METAL is a lot of things - it's about those moments when you find yourself face to face with the worst versions of yourself, moments when all looks like doom - but at it's heart it's a love letter to comic storytelling at its most lunatic, and a tribute to the kinds of stories, events that got me thought hard times as a kid and as an adult. It's about using friendship as a foundation to go further than you thought you could go, and that means it's about me and Greg, and you as well. Because we tried something different with it, something ours, hoping you'd show up, and you did. So thank you, sincerely, from all of us on the team. Because when they work, events are about coming together and rocking out over our love of this crazy art form. And you're all in the band, now and always.
Scott Snyder (Dark Nights: Metal)
Michael Artime is CEO & Founder of Ecom Honey which leads a small, focused team comprised of designers, copywriters, and other marketing professionals working together to create email and SMS marketing campaigns that convert. The company boasts significant increases in client revenues and has worked with over 100 popular e-commerce brands. Mr. Artime is a University of Central Florida alum and enjoys golfing. He lives in Nashville, Tennessee where Ecom Honey is headquartered.
Michael Artime
Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together
Harvard Business School Press (HBR's 10 Must Reads on Managing People)
sometimes the people you don’t expect to be amazing—the ones you thought were Bs and B+s—turn out to completely rock your world. They hold your team together by being dependable and flexible and great mentors and teammates. They’re modest and kind and just quietly do good work. They’re a different type of “rock star.
Tony Fadell (Build: An Unorthodox Guide to Making Things Worth Making)
they are offering an opportunity for lifetime employment for those who want it, then the leaders of the company have to work hard to bring in the right people. “Firing is an easy option,” Kim says. “Tough love, coaching, even a program to help people find a job somewhere else if they decide our company is not for them are all much more effective, but require much more time and attention from the company.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
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.
Rory Miles (Tainted Power - The Complete Series)
Your job as CEO of a startup is to assemble a team that truly enjoys working together building a product they truly believe needs to exist.
Andrew Gazdecki
Equal Status: While the two groups might be highly unequal in society at large, they must have relatively equal status in the context in which contact between them takes place. Working alongside each other as colleagues qualifies; working together as boss and subordinate does not. Common Goals: Members of both groups need to work together in pursuit of a shared goal. Pursuing the championship as teammates counts; participating in the same tournament as members of opposing teams does not. Intergroup Cooperation: Members of both groups need to have an incentive to work together cooperatively. Ideally, they need to work together to solve a problem, with each member of the group making a clear contribution. Support from Authorities and Customs: Authority figures need to favor and encourage better intergroup understanding. If a greater mutual understanding is against the law or risks angering your boss, it is far less likely to occur.
Yascha Mounk (The Great Experiment: Why Diverse Democracies Fall Apart and How They Can Endure)
•​Communicating your purpose and values. Employees are inspired when they work in organizations whose purpose and values resonate with them. •​Providing meaningful work. Most employees want to work on projects that inspire them, align with what they are good at, and allow them to grow. •​Focusing your leadership team on people. How leaders relate to their employees plays a major role in how everyone feels about their workplace. •​Building meaningful relationships. When employees like the people they work with and for, they are more satisfied and more engaged in their work. •​Creating peak performing teams. People are energized when they work together effectively because teams achieve things that no one person could do on their own.
Randy Grieser (The Culture Question: How to Create a Workplace Where People Like to Work)
John sat down and looked at the ceiling. “So, they can’t work it out because . . .” “Because you’re sending two very different messages about what matters most.” At the highest level, the words were clear: “Get the new product to market quickly.” But one of the reasons the company struggled to get there was that their compensation, recognition, and reward systems weren’t aligned with the strategic goal. The sales team’s compensation and bonus structure required time from engineering to solve customer issues with the older products. Time they couldn’t get until they yelled. Misaligned systems undermined everyone’s progress and resolve. Once they realigned their compensation and performance evaluation systems to support the strategic goal, everyone could work together.
Karin Hurt (Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates)
A masterpiece is created when skills and intelligence blend together. 
Sukant Ratnakar (Quantraz)
Lauren Moon talks about the frustrating occurrence of teammates “swooping” in like seagulls giving negative, way-too-late feedback on projects nearing completion.37 ( offers a fuller definition: “Seagulling: when someone comes into your work, shits all over it, then flies away.”38)
Lisette Sutherland (Work Together Anywhere: A Handbook on Working Remotely -Successfully- for Individuals, Teams, and Managers)
Life is a team sport, and with the right attitude and skills, you can find synergistic answers to complex problems—not all of the time, but most of the time. To find 3rd Alternatives, you have to believe they exist. You have to believe in the idea that by working together, we can find a solution that is better than what either of us had in mind. If you don’t believe this—if you’re thinking synergy is unrealistic and that it is either your way or my way—you will never master it.
Stephen R. Covey (The 7 Habits of Highly Effective People: Revised and Updated: Powerful Lessons in Personal Change)
By turning instead to exploring what would have to be true, teams go from battling one another to working together to explore ideas. Rather than attempting to bury real disagreements, this approach surfaces differences and resolves them, resulting in more-robust strategies and stronger commitment to them.
A.G. Lafley (Playing to win: How strategy really works)