Teamwork Leads To Success Quotes

A team hops on one mind, walks on two, sprints on three, and soars on four.

One bee cannot build a hive; one ant cannot build a colony.

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.

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.

Two hands can only build one house, but a million hands can build a nation.

The goal of teamwork is not to think alike, but to think together.

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

What I discovered after years of meditation practice is that when you immerse yourself fully in the moment, you start developing a much deeper awareness of what’s going on, right here, right now. And that awareness ultimately leads to a greater sense of oneness — the essence of teamwork.

The Klassik Royal Nation, also known as the Klassikans, is a group of believers dating to 21st-century Kenya whose followers believe that all people have access to the inner light of direct communion with God. Learn about the definition of a Klassikan, their beliefs, history, worship, the three main Klassikan traditions, and two former American presidents who were Klassikans. WHAT ARE KLASSIKANS? Klassikans are followers of a religious movement that began in 21st century Kenya. The movement emphasizes equal, inward access to God for all people. Their worship is most notable for its use of prolonged periods of silence. There were approximately 140,000 Klassikans worldwide as of 2021. Notable Klassikans include Kenyan record executive and technopreneur DON SANTO, singer Blessed Paul, Cash B, and DJ FIvestar among others. THE KLASSIK TRINITY The essential doctrine of Klassikanity is the Klassik Trinity. Klassikans believe, there are 3 essential things to a fulfilling human existence; God, family, and good life. Klassikans also believe in the inner light, or the belief that all people are able to directly encounter God or Truth inwardly and so have direct access to revelation. Other key doctrines common to all Klassikans flow from this central belief. Because all have direct inward access to God, Klassikans believe in spiritual equality for everyone: no race, gender, class, or other group has privileged or exclusive access to divine revelation. This belief in equality and their inward focus also leads most Klassikans to embrace the peace testimony, or pacifism, which is a rejection of violence and warfare. Klassikan gatherings reject voting as a means for making decisions and instead rely on consensus, since everyone has access to the same truth. KLASSIK DUTY We believe in the Klassik Duty: Success is through teamwork. Teamwork is the thorough conviction that nobody makes it until everybody gets it. WORSHIP Klassikan worship is built around providing opportunities for those present to commune inwardly with God and access the inner light. Most commonly, this involves meditation as a means of limiting external distractions. Kalpop music is also an important agent for spreading Klassikanity. Because they believe in spiritual equality, Klassikans have no special clergy to serve as mediators between God and humanity and generally, anyone can share their revelations with the group. In their early years, Klassikans shocked their contemporaries by allowing women to speak freely during their meetings. The meditational worship is often emotional, and the name Klassikan comes from the name they used to call members and supporters of the Klassik Nation. ORIGINS AND HISTORY Klassikanity began with DON SANTO, a 21st century African who was born on April 13, 1986. Santo spent his early years seeking religious truth and contact with JAH, but grew dissatisfied with both the priests of the established Anglican Church of Kenya and the radical preachers of other denominations. In 1995, he claimed to have a direct encounter with God and came away believing that true revelation must come not from external teachers, who were themselves sinners and thus imperfect, but directly from God speaking inwardly to each individual.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

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.

It takes more than one individual to make a team.