Teamwork And Respect Quotes

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

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

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

True friends don't come with conditions.

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

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

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

Be a team player, not a bandwagon jumper.

you've never heard the phrase: "Divided We Stand

In conversation, it is respectful to take turns listening and speaking. And it's rude to excessively interrupt a person while they are speaking.

You lose the respect of the best when you don’t deal properly with the worst.

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

Solid team relationships (trust, respect, acceptance, courtesy, and mutual accountability) are the glue that holds the team together.

Does your primary relationship have love and respect and reciprocity and a sense of teamwork and belonging and mutual growth? I

It's virtually impossible to build a team-based organization without the necessary levels of trust, acceptance, and respect among co-workers that will allow them to be open to interdependent relationships.

Teamwork: What did you do today to lend a hand to a colleague? Respect: What did you do today to acknowledge the work of one of your colleagues? Learning: What’s one mistake you made in the last week, and what did you learn from it? Continuous improvement: What have you done in the past week to improve so that you’re better this week than last? Customer focus: What is one change you made in the last week that came from a customer suggestion?

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

Strong leaders must follow the truth wherever it leads. Nothing is more dangerous than a subordinate who will shade or alter the truth in order to curry favor or impress the boss. Leadership must be built on teamwork, mutual respect, and above all a shared sense of a common objective. Adm. J. Stavridis

In one respect New Orleans has set an example for all the world in the fight against yellow fever. The first impression was the complete organization of the citizens and the rational and reasonable way in which the fight has been conducted by them. With a tangible enemy in view, the army of defense could begin to fight rationally and scientifically. The... spirit in which the citizens of New Orleans sallied forth to win this fight strikes one who has been witness to the profound gloom, distress, and woe that cloud every other epidemic city. Rupert Boyce, Dean of Liverpool School of Tropical Diseases, 1905

The gender imbalance in unpaid work is such a compelling subject for me in part because it’s a common burden that binds many women together, but also because the causes of the imbalance run so deep that you cannot solve them with a technical fix. You have to renegotiate the relationship. To me, no question is more important than this one: Does your primary relationship have love and respect and reciprocity and a sense of teamwork and belonging and mutual growth? I believe all of us ask ourselves this question in one way or another—because I think it is one of the greatest longings of life.

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

Our values were human values. Ethics, integrity, sharing, support, teamwork, caring, respect, and loyalty were all ideals I included in that first mission statement. I also wanted to instill a sense of ambitious camaraderie: “We will set aggressive goals and drive ourselves to achieve them,” the mission statement said. “It’s an adventure, and we’re in it together.

Welcome" is a word to use often! Leaders who maintain an open-door policy inspire trust, teamwork, and healthier communication. They are more likely to earn respect, gain buy-in, and foster collaboration.

Scivive will call these the great traps. Some of these could be described as circumstance, lack of opportunity, lack of time, complacency, “it’s good enough”, lack of creativity, lack of follow-through, too individualistic, no teamwork, not individualistic enough, or no unique ideas. We can also be held back by greatness that is too small in scale or learning things that become valueless.

Respect: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. Teamwork: We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

If you can manage your mind (thoughts, emotions, and feelings), body, and behaviours you will gain a lot of credibility and trust in the eyes of your team. They also won’t fear you (or your unpredictability/changes in mood) and instead will open up to you. That level of trust and respect will in turn unleash better communication and cohesion within the team. You may even be sought after as a mentor.

…Our overriding objective is excellence, or more precisely, constant improvement - A superb, constantly improving company in all respects. Conflict in the pursuit of excellence is a terrific thing. There should be no hierarchy based on age or seniority: Power should lie in the reasoning, not the position of the individual. The best ideas win, no matter who they come from. Criticism is an essential ingredient in the improvement process, yet, if handled incorrectly, can be destructive. It should be handled objectively. There should be no hierarchy in the giving or receiving of criticism. Teamwork and spirit are essential, including intolerance of substandard performance. This is referring to two things: First, one’s recognition of the responsibilities one has to help the team achieve it’s common goal, and second, the willingness to help others work within a group toward these common goals. Our fates are intertwined. One should know that others can be relied on to help. As a corollary, substandard performance cannot be tolerated anywhere, because it would hurt everyone. …Long-term relationships are both intrinsically gratifying and efficient, and should be intentionally built.

study of 200 human resources professionals showed that such systems result in reduced productivity, cynicism, and damage to teamwork, create poor morale and a lack of faith in leadership. The essence of how to manage performance, a skill every boss needs to have, is not to rely on appraisal but to be able to build the kind of trust where honesty, mutual respect, and constant two-way feedback is at its core, something that is also at the heart of a coaching relationship.

In the legend of Camelot, King Arthur gave consideration as to how his knights might be positioned spatially to impart a message of power and status. He decided they would have their meetings at a round table, which meant that they were all considered equal and there was no “head of the table.” He built a league based on equality and mutual respect to unify and fortify the power of teamwork.

What does a solid, comfortable, impressive handshake look and feel like? To deliver a great handshake . . . • Extend your right hand out vertically at a comfortable waist level toward the person you are meeting. • Connect hands with web to web contact made between the thumb and index finger. • Be intentional and appropriate by showing mutual respect and teamwork. • Gently squeeze firmly enough to be confident, yet lightly enough to be gracious. Shake a few times for good measure. • Discreetly rotate your wrist so that your hand is slightly on top of theirs when you want to subconsciously convey self-assurance. • Make eye contact and smile to show sincerity. Throw in an acknowledging head nod for good measure. Avoiding eye contact may be interpreted that you are not attentive or have something to hide. • Introduce yourself and when they share their name, repeat it back to them to help you remember it. “It is nice to meet you John.” • When in doubt, mirror their handshake to adapt to what makes them feel comfortable. Customize accordingly to the gender, age, position, personality, and culture of the person you are meeting.

Courtesy is often the manifestation of trust, acceptance, and respect. We demonstrate courtesy by graciousness, consideration for one another, sincerity, listening, how we talk about teammates who aren't present, and the type of humor we use when jesting with one another.

Because many barriers are organizational in nature, team leaders as the boundary managers can play a major role in dampening their effects. In some respects team leaders can play the role of team diplomat and ambassador to other components in the organization.

Excellent communication doesn't just happen naturally. It is a product of process, skill, climate, relationship, and hard work. One of the most important roles of leadership is to cultivate these variables with a determined intentionality motivated by the understanding that a team can move no faster than the speed of its communication. In the same respect, the limits of team work products will be defined by the quality of communication among team members and between the team and the larger organization.

Teammates don't have to be best friends. In fact, the diversity and differences among the individual team members will probably preclude close friendships. However, the relationships must be solid enough to withstand the turbulence of day-to-day interaction, misunderstandings, and an occasional bad day. Solid team relationships provide the climate needed for high levels of cooperation and are characterized by trust, acceptance, respect, understanding, and courtesy.

To respect someone in a team setting means to show honor and esteem for his or her contribution. We must acknowledge that we need one another and we must show equal concern for every member. If one member suffers, we all suffer. If one member is honored, we are all honored. We are a team.

The first rule of being on a deep-space crew was that you respected the privacy of others. Everyone had secrets.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

It’s obvious that you can’t have a winning team without teamwork. However, not every leader actively works to help team members work together. Don’t fall into that trap. Take responsibility for communicating to all the players how all the people fit together and what strengths they bring for their role. The more you do this, the more people will value and respect one another.

Needs are what matter beneath our strategies.1 They are fundamental values that drive our actions. If I want you to listen to me, I may need understanding. A desire for more punctuality may be about valuing respect, teamwork, or efficiency.

Sense people’s needs before they ask (initiative). Help each other out (teamwork). Acknowledge people’s feelings (empathy). Respect the dignity and privacy of everyone (courtesy). Explain what’s happening (communication). In the passing years tens of thousands of patient-satisfaction surveys from a score of research companies have validated these five behaviors as having the highest correlation with overall satisfaction and loyalty.

___ Commitment ___ Forgiveness ___ Friendship ___ Kindness ___ Passion ___ Playfulness ___ Respect ___ Shared vision of the future ___ Skills for managing conflict ___ Teamwork

We have always been each other’s biggest fan,” my mom said. “That’s so important in a relationship and a marriage. Dad and I have always had a vision of what we were trying to do and worked together to accomplish it. Big or small, you hunker down and work toward it together. Respect and teamwork. Because if you’re not on the same team, what’s the point?

WE ARE A TEAM BECAUSE WE RESPECT EACH OTHER'S WORK.

Every object looks different from different angles. Your eye level is not the only reality.

At Saints, ethical values were largely passed on not by the priests and nuns but by Vince Lombardi, who found his pulpit everywhere, on the playing field, in the classroom and at schoolwide auditorium meetings. He was the one person to whom Sister Bap acceded. Dorothy Bachmann, salutatorian at Saints in 1944, thought “all the nuns loved him. They were not afraid of Vince, but they respected him for the way he presented his values to the students.” Saints football, with its discipline, subservience and teamwork, was considered the ideal demonstration of proper teenage behavior, and Lombardi the purveyor nonpareil of the football philosophy.

The most productive, healthy and satisfying relationships are based, not on a quid pro quo but an ebb and flow of mutual support over time. Don’t just be a giver. Be an extremely helpful giver who demonstrates an awareness of what that person most needs.

Fellas, things are going to change. I know how bad DeMatha’s teams have been during these last few years, but that’s over with. We’re going to win at DeMatha and we’re going to build a tradition of winning. Starting right now . . . But let me tell you how we’re going to do it. We’re going to outwork every team we ever play . . . With a lot of hard work and discipline and dedication, people are going to hear about us and respect us, because DeMatha will be a winner.

Kids are big winners in the new paradigm, because of the emphasis on shaping a life that works for the family as a whole. Many families who have embraced less-than-traditional schedules appreciate the teamwork and mutual respect the parents model for their kids. Because in many of these families one or both spouses work from home, kids in these households better understand what their parents actually do all day.