Teamwork Pays Off Quotes

Keeping the locus of responsibility in the one who owns the problem is important because: First, leaders who get team members to solve their own problems are making a sound investment that will pay off with many benefits: their team members will become less dependent on them, more self-directing, more self-sufficient, and more capable of solving problems on their own.

He was sitting at his desk. He had to get some relief from seeing what he did not want to see. The factory was empty. There was only the night watchman who’d come on duty with his dogs. He was down in the parking lot, patrolling the perimeter of the double-thick chain-link fence, a fence topped off, after the riots, with supplemental scrolls of razor ribbon that were to admonish the boss each and every morning he pulled in and parked his car, “Leave! Leave! Leave!” He was sitting alone in the last factory left in the worst city in the world. And it was worse even than sitting there during the riots, Springfield Avenue in flames, South Orange Avenue in flames, Bergen Street under attack, sirens going off, weapons firing, snipers from rooftops blasting the street lights, looting crowds crazed in the street, kids carrying off radios and lamps and television sets, men toting armfuls of clothing, women pushing baby carriages heavily loaded with cartons of liquor and cases of beer, people pushing pieces of new furniture right down the center of the street, stealing sofas, cribs, kitchen tables, stealing washers and dryers and ovens—stealing not in the shadows but out in the open. Their strength is tremendous, their teamwork is flawless. The shattering of glass windows is thrilling. The not paying for things is intoxicating. The American appetite for ownership is dazzling to behold. This is shoplifting. Everything free that everyone craves, a wonton free-for-all free of charge, everyone uncontrollable with thinking, Here it is! Let it come! In Newark’s burning Mardi Gras streets, a force is released that feels redemptive, something purifying is happening, something spiritual and revolutionary perceptible to all. The surreal vision of household appliances out under the stars and agleam in the glow of the flames incinerating the Central Ward promises the liberation of all mankind. Yes, here it is, let it come, yes, the magnificent opportunity, one of human history’s rare transmogrifying moments: the old ways of suffering are burning blessedly away in the flames, never again to be resurrected, instead to be superseded, within only hours, by suffering that will be so gruesome, so monstrous, so unrelenting and abundant, that its abatement will take the next five hundred years. The fire this time—and next? After the fire? Nothing. Nothing in Newark ever again.

Famed basketball coach Phil Jackson, a meditator himself, arranged to have his players—first the Chicago Bulls, and then the L.A. Lakers—learn meditation as a way to improve their focus and teamwork. Jackson finds that mindfulness assists players in paying attention to what’s happening on the court moment by moment. Such precise training in attention has paid off during tense playoffs; Jackson has led more teams to championships than any coach in NBA history. Meditation

Evaluation must be done in hindsight, after the work has been done, not for proposals for work to be done. That said, secondary factors must carry some weigh, because research results depend too much on historical contingency and luck. As articulated by Ralph Bown, vice president of research at Bell Labs from 1951 to 1955: 'A conviction on the part of employees that meritorious performance will be honestly appraised and adequately rewarded is a necessary ingredient of their loyalty. This appraisal, to be fair and convincing, must be based on the individual's performance and capabilities rather than wholly on the direct value of his results. A system which rewards only those lucky enough to strike an idea which pays off handsomely will not have the cooperative teamwork needed for vitality of the enterprise as a whole.