Teamwork Best Quotes

Work hard, do your best, live the truth, trust yourself, have some fun...and you'll have no regrets.

Train like you are the worst player, play like you are the best player.

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

I am never alone, my Soul guides me and my Guardian Angel protects me. That is teamwork at its best.

The best part about teamwork, is me collecting all the prize money. Hey, that’s what captains are for, right?

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being

Solving problems and iterating solutions is best done through collaboration, not force.

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

Be the best at what you do or the only one doing it.

Happily, we do the work.

Train like yours is the worst team, play like yours is the best team.

My dear Gorgas, Instead of being simply satisfied to make friends and draw your pay, it is worth doing your duty, to the best of your ability, for duty’s sake; and in doing this, while the indolent sleep, you may accomplish something that will be of real value to humanity. Your good friend, Reed Dr. Walter Reed encouraging Dr. William Gorgas who went on to make history eradicating Yellow Fever in Havana, 1902 and Panama, 1906, liberating the entire North American continent from centuries of Yellow Fever epidemics.

Linked together as a team with one goal, we soon realized we were only as strong as our weakest link. But did we condemn the weaker member? That wouldn’t serve any purpose. Instead, the stronger guys responded by carrying more weight than the weaker teammate. Encouragement was key in reaching the top of the stadium, standing as one. Sometimes one person on your team may not be as strong as another. Strengths usually differ. Likewise, in an encounter with another, someone may have a different set of beliefs or ideas.To accomplish any goal, embracing the strengths and weaknesses of each member and compensating where necessary are the best ways to make it to the top.

The best big idea is only going to be as good as its implementation.

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!

Our oneness can produce children, and our teamwork as a mom and dad can best raise them to health and maturity.

A tiger hunts best when it’s alone, not when it’s got clumsy feet following closely behind.

The question on the table is this, “Is it better for you to gain revenge and win your personal battle or for you to put your personal agenda aside for the good of the team?

A task is only difficulty, when we not find the best strategy to get it done.

When you collaborate with individuals who push you to be your best, with no excuses, great things are bound to happen. You are only as extraordinary as the people around you and the desire within.

Stripped to its essence, combat is a series of quick decisions and rather precise actions carried out in concert with ten or twelve other men. In that sense it’s much more like football than, say, like a gang fight. The unit that choreographs their actions best usually wins. They might take casualties, but they win. That choreography—you lay down fire while I run forward, then I cover you while you move your team up—is so powerful that it can overcome enormous tactical deficits. There is choreography for storming Omaha Beach, for taking out a pillbox bunker, and for surviving an L-shaped ambush at night on the Gatigal. The choreography always requires that each man make decisions based not on what’s best for him, but on what’s best for the group. If everyone does that, most of the group survives. If no one does, most of the group dies. That, in essence, is combat.

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.

Curbing negativity is also about owning up to one’s responsibilities, and not passing the buck. It is a usual tendency to look at the source of failure and negativity outside of ourselves typically in the team members we work with. I can say one thing that failure has taught me is to look inward, and even if it is a team member who has failed, try and see the best in them and encourage them out of that failure.

The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes

Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middle-class child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of “entitlement.” That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: “They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention…. It was common practice among middle-class children to shift interactions to suit their preferences.” They knew the rules. “Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires.” By contrast, the working-class and poor children were characterized by “an emerging sense of distance, distrust, and constraint.” They didn’t know how to get their way, or how to “customize”—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

Lareau calls the middle-class parenting style "concerted cultivation." It’s an attempt to actively "foster and assess a child’s talents, opinions and skills." Poor parents tend to follow, by contrast, a strategy of "accomplishment of natural growth." They see as their responsibility to care for their children but to let them grow and develop on their own. Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middleclass child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of "entitlement." That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: "They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention It was common practice among middle-class children to shift interactions to suit their preferences." They knew the rules. "Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires." By contrast, the working-class and poor children were characterized by "an emerging sense of distance, distrust, and constraint." They didn’t know how to get their way, or how to "customize"—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

As a conductor of orchestras, Ozawa is quite naturally in touch with a large number of people on a daily basis and has to act as the guiding member of a team. But no matter how talented he might be, people would not follow him if he were constantly moody and difficult. Interpersonal relations take on a great significance. A conductor needs like-minded musical colleagues, and he is often called upon to perform social and even entrepreneurial tasks. He has to give much thought to his audiences. And as a musician, he has to devote a good deal of energy to the guidance of the next generation. By contrast, as a novelist I am free to spend my life hardly seeing or talking to anyone for days at a time, and never appearing in the media. I rarely have to do anything that involves teamwork, and while it’s best to have some colleagues, I don’t especially need any. I just have to stay in the house and write—alone. The thought of guiding the next generation has never crossed my mind, I’m sorry to say (not that anyone has ever asked me to do such a thing).

Terminology, control measures and formats must all be learned. We must speak a common language if we are to continue to be the cohesive Corps that we are. The Basic School and subsequent schools must continue to stress a common language that is understood by all Marines so that we fight as a single team. Teamwork has long been our trademark. It is indispensable. But first the student must learn to think creatively, to innovate, and to do the things that will most quickly seek out the enemy’s weak spots and undo him. Learning to think in that fashion is fundamental. That is what this course is about: the fundamentals. Once these fundamentals are learned, that is, once the student has begun to think clearly about how best to undo his adversary, once he has been rewarded in the classroom or the field for creative thought, the careful weighing of alternatives and risks followed by boldness in decision-making, he will then be ready to study definitions, control measures and formats. He will grasp their meaning more rapidly, for he will have a context in which to place them. They will be more than mere words and symbols.

In a typical crash, for example, the weather is poor—not terrible, necessarily, but bad enough that the pilot feels a little bit more stressed than usual. In an overwhelming number of crashes, the plane is behind schedule, so the pilots are hurrying. In 52 percent of crashes, the pilot at the time of the accident has been awake for twelve hours or more, meaning that he is tired and not thinking sharply. And 44 percent of the time, the two pilots have never flown together before, so they’re not comfortable with each other. Then the errors start—and it’s not just one error. The typical accident involves seven consecutive human errors. One of the pilots does something wrong that by itself is not a problem. Then one of them makes another error on top of that, which combined with the first error still does not amount to catastrophe. But then they make a third error on top of that, and then another and another and another and another, and it is the combination of all those errors that leads to disaster. These seven errors, furthermore, are rarely problems of knowledge or flying skill. It’s not that the pilot has to negotiate some critical technical maneuver and fails. The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes are very unforgiving if you don’t do things right. And for a long time it’s been clear that if you have two people operating the airplane cooperatively, you will have a safer operation than if you have a single pilot flying the plane and another person who is simply there to take over if the pilot is incapacitated.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Most people’s natural inclination is to judge themselves according to their best qualities while they measure others by their worst. As a result, they point to areas where their teammates need to grow. But the truth is that every person is responsible for his own growth first.

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

f you're living in a place that's just not big enough for that huge Christmas tree you'd love to have, get branches of evergreen, balsam, or juniper and use them to outline mirrors, arrange on mantels or windowsills, or decorate tabletops and bookshelves. Add gold or silver balls or showcase your holiday collectibles among the branches, such as snow villages, angels, and Christmas teacups. And don't forget to use plenty of unlit candles in seasonal colors. If you do light them, make sure the branches are arranged so they're not a fire hazard. Add a nativity scene to set the significant tone of the season. Make your home warm and welcoming, overflowing with love and good cheer. hose food shows on TV don't have anything on me! Cooking with your friends-inviting them to sit with you while you prepare a fantastic meal is something I've been doing for years. More often, though, I'll put my friends to work. We all have fun pitching in. I've had some of my best conversations while I was stirring a pot of soup and someone else was tossing a salad. I've also had some of my closest times with my husband in that warm, creative room in our house. Good talk seems to happen naturally in the kitchen. And teamwork is great fun! No one is lonely; no one feels left out. Creativity flourishes as you work together.

Effective leaders are able to manage the tensions of these two objectives and ensure that the team regularly addresses its processes. They understand that processes are the best vehicle through which the team both works together and thinks together, and the team cannot perform any better than its processes will allow it to.

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.

When all is said and done, when it comes to organizational barriers, teams and team leaders must learn to cope—to change what can be changed and do the best they can in those situations that can't be changed. Realistic expectations, positive attitudes, and creativity at the team level can ameliorate the effects of significant organizational barriers to high performance teamwork. There are plenty of examples of the highest levels of team performance occurring in tough organizational environments.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Like the best of the arts, pro football worked on multiple levels. For the loyalists, there was the fortune of the home team. For neutral or casual fans, there was action, skill, suspense, and violence. For gamblers, the wagering proposition. For those with a deeper interest, the game could exist on a larger canvas—as a morality play; a cultural metaphor; a crucible of values in which teamwork, sacrifice, and dedication were rewarded, while selfishness, cowardice, and sloth were harshly punished. What those who were contemptuous of sports misunderstood was not merely that a middle-class sports fan might revere football to the same degree that an inveterate theatergoer revered Shakespeare, but that he might do so for many of the same reasons.

Epilogue From 1935’s desperate beginning, Roller Derby was invented. It grew, flourished and continues to this very day. The game and the players have evolved along with tremendous social change. Skaters from all around our amazing planet have found self-esteem through teamwork and athleticism on skates. Derby has been a trailblazer for women’s roles in our society, and has always embraced diversity of gender, color, culture and orientation. Today, thousands of leagues and teams are in operation. There are women’s, men’s, and coed teams and leagues dotting our world’s cities. Every skater, including myself, stands on the shoulders of the early risk-takers and innovators of this wonderful world of roller derby.   The best is yet to come.   Tim Patten

We also changed our recruiting practices to improve our digital talent pool. Formerly, we had sought out digital talent from the best, name-brand colleges and universities. Now we focused on attracting members of a small subset of elite programmers who were capable of producing ten times the output of the typical programmer. To attract these premier programmers, or “multipliers” as we called them, we began evaluating potential hires on specific skills related to programming, collaboration, and teamwork, observing their actual behavior rather than just relying on their academic record. We took a similar approach to hiring data scientists as well. Our efforts in this area helped us significantly up our game as we developed software as a business and incorporated it into more of our existing products.

The definition of the best team member is someone who fits-in easily, but stands out with their outstanding performance.

Far and away the best prize that life offers is the chance to work hard at work worth doing.” I feel very lucky to think that the work I do is worth doing.

The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

The echidna with the best sperm teamwork is probably going to pass on its genetics. Did I mention these guys also lay eggs? They are one of only two mammals that have this special power. The other animal being the platypus

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

But differentiation is all about being extreme, rewarding the best and weeding out the ineffective. Rigorous differentiation delivers real stars—and stars build great businesses. Some contend that differentiation is nuts—bad for morale. They say that differential treatment erodes the very idea of teamwork. Not in my world. You build strong teams by treating individuals differently. Just look at the way baseball teams pay 20-game winning pitchers and 40-plus home run hitters. The relative contributions of those players are easy to measure—their stats jump out at you—yet they are still part of a team. Everybody’s got to feel they have a stake in the game. But that doesn’t mean everyone on the team has to be treated the same way.

The more the manager takes “easy choices” by sacrificing clarity, fairness or consistency, the more his subordinates will take “easy choices” themselves by sacrificing performance, quality and teamwork.

The obvious goal is to create the most productive team in order to deliver the best team product.

Teamwork may just be hard in certain lines of work. Under conditions of extreme complexity, we inevitably rely on a division of tasks and expertise—in the operating room, for example, there is the surgeon, the surgical assistant, the scrub nurse, the circulating nurse, the anesthesiologist, and so on. They can each be technical masters at what they do. That’s what we train them to be, and that alone can take years. But the evidence suggests we need them to see their job not just as performing their isolated set of tasks well but also as helping the group get the best possible results. This requires finding a way to ensure that the group lets nothing fall between the cracks and also adapts as a team to whatever problems might arise.

A team that is built on tenacity is always bound to achieve the best.

Becoming the best isn't in making ourselves the best, but in making those around us even better.

I kept thinking how grateful I felt to have been part of this magnificent team. For five months we had been one unit, all specialists and all tackling the same problem together. The staff at the pediatric ICU and the consultants in the children's center reacted spectacularly. They rallied behind us and spent countless hours without charge, working to make this operation successful. As pessimistic as I was about the eventual outcome of the surgery, I still felt a glow of pride in being able to work side by side with the best men and women in the medical field. And the end of the surgery wasn't the end of our teamwork. The postoperative care was as spectacular as the surgery. Everything in the weeks following the surgery confirmed again our togetherness. It seemed as if everyone from ward clerks to orderlies to nurses had become personally involved in this historic event. We were a team--a wonderful, marvelous team.

…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.

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.

We are the best and result-oriented property brooklyn who consistently executing legal services The Law Firm Of Darrel Sewell, Pllc is a renowned law firm that was established on the principle that representing each client is an honor and that practicing law is a privilege. This company aims to provide all clients with high-quality, reasonably priced services. To help clients understand their cases and actively participate in the client-attorney relationship, we work with them and create an interactive experience as part of how we achieve this goal. Client involvement and information sharing within the context of the attorney-client relationship enable our firm to better prepare to represent and actively advocate on behalf of its clients. Teamwork is a crucial factor, according to empirical evidence.

Not everyone performs best every day. Some outdo the others, although small contributions also adds to the team’s win, but a team with a high percentage of players satisfied with their small contributions, never wins regularly. A winning team needs the players with a hunger to make it big, players with their stomach full of self-satisfaction and egos brings down the team’s downfall.

I Used To Tell My Kids, There Are Two Ways To Make The Best Sandcastle. Work Hard To Make The Best Sandcastle You Can, Motivating Other Kids To Do The Same And Then Improving Your Sandcastle As Needed. Other Appears Easier & Simpler, but is unsustainable, unfulfilling & contrary to natural law for self-actualization: Just Go Knock Down Everyone Else’s Sandcastle So Your Little Pile Of Sand Is The Best

Every now and then, even the best driver around can still crash - granted, if the surrounding people are sound asleep at the dash.

As I've written in prior books and articles, more and more of that teamwork is dynamic – occurring in constantly shifting configurations of people rather than in formal, clearly-bounded teams.4 This dynamic collaboration is called teaming.5 Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you're teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.

That's the beauty of football: You don't have to be a great player or great athlete to be a part of it. It's a sport that destroys divided teams and rewards those who rely on one another. At its best, football is a unifier and a confidence builder for young boys.

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.

It’s about teamwork, realizing we are on the same side and complementing each other. The family is at its best when exposed to and engaged in high-quality environments, interactions, and relationships. This is not technological or economic quality – it is leadership and effectiveness quality. Children mature best when the adults in their life work in partnership with one another. There must exist important aligning of mission, beliefs, values and behaviours within the family unit.

I will do my very best while there is still grace.

A milestone moment in the career of a AG Warrior is when you can not only say but truly believe it doesn't matter who gets the credit if the team wins and you leave organizations healthier than you arrived no matter how small the positive might appear. Let that marinate and if you've already arrived at that special place in the cradle of the best supporting the rest let me hear from you. Train your best to overcome any test.

Teamwork is the key to winning team sports. The best TEAM wins, not the best players. Peer pressure is the best enforcer of the rules. The worry of ‘me’ destroys a team. Success leads to wanting credit and recognition. Worship of stats is a sign of the ‘me’ culture.” Nick Saban, University of Alabama

Far and away the best prize that life offers is the chance to work hard at work worth doing.

Don't drag too much attention with your downlines if you want to get the best of them.

Each of us must make it our priority and personal responsibility to stay in harmony with our fellowman. Harmony is not just about creating a pleasant environment; it produces synergy. The best way to explain synergy is to say that a hand is much more effective than five fingers working independently. I tested this theory one day using dumbbells. I wanted to determine the maximum number of pounds each of my fingers could lift independently. Two pounds was the limit. I then tested my capability with my fingers working together. I rationalized that five fingers times two pounds each should yield a maximum of ten pounds. Not so. I lifted thirty-five pounds!