Teamwork Success Quotes

There is immense power when a group of people with similar interests gets together to work toward the same goals.

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.

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 elegance under pressure is the result of fearlessness.

The greater the loyalty of a group toward the group, the greater is the motivation among the members to achieve the goals of the group, and the greater the probability that the group will achieve its goals.

We = power

Building an employee team or employee tribe is a little time consuming which requires little effort but in the long process of achieving business growth, it’s totally worth it.

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

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

You don't see the world as it is, you see it,as you are.

You can't stop negative thoughts from coming in, but you can make sure they leave as quickly as they enter.

I believe a family can be like that sports team. A successful family wins as a team. But if its members are intent upon winning their own individual battles with one another, the team loses. A winning solution is to work out the differences and, when it’s over, let it be over. Then they can get back in the game as a team.

When you hand good people possibility, they do great things.

Nobody can achieve success alone.

Great things in business are never done by one person,They are done by a team of people

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.

Think of yourself as an athlete. I guarantee you it will change the way you walk, the way you work, and the decisions you make about leadership, teamwork, and success.

The most crucial element of a successful board meeting is the same as in any championship game: teamwork.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

You get teamwork in the workplace by giving teamwork in the workplace. It's not only about your personal career success or your colleagues' personal career success, but it's also about the success of the company - which is good for everyone employed at the company.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

Be a team player, not a bandwagon jumper.

Teamwork is a critical component of success in business.

IF we don't start to rethink how we are acting now...We will pay the price later for our "old-stinking-thinking" style

When efforts that are wisely executed, the situation and condition don't affect the performance.

If you fail to plan, you plan to fail

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

When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!

There are two kinds of people: goal-oriented and ego-oriented. Goal-oriented people work together and get things gone. Ego-oriented people don’t work.

God prepared us for the task ahead of time.

Don't expect others to hand success to you. Create it - with heart, energy and enterprise - and you'll make it come true

Do all the work you while you still have strength.

Teams have to eliminate ambiguity and interpretation when it comes to success

Success doesn't teach as many lessons as failure

To be successful, innovation is not just about value creation, but value capture.

Work for what you want, the pursuit of life.

There's no such thing as a superhero, but together we can world in a new direction.

If you want the long road to success do it all by yourself.

Trust is the coin of the realm for creating the harmony, speed, and teamwork to achieve success at the lowest cost.

A perfect couple shares their failures, mistakes and their successes equally and deal with them all as a team.

Humbleness and enthusiasm are two great qualities for effective leadership. By aligning your 114 chakras, you can unleash your inner fire and inspire your team to achieve greatness.

Of what need is teamwork without a common goal?

What separates successful Team to others is simply having Teamwork.

Unity is the intentional inclination to corporately control our destination. In other words, achieving the dream takes a team!

The individual great spirit and great efforts create a great team.

Ants are successful creatures; they are successful because they know very well that the mind of the team is superior to the mind of the individual!

Every successful start-up is built on four pillars. Team, Idea, Passion & Presentations

A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.

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

A business is like an automobile. Its people its wheels, their passion its fuel.

Alone a star is powerless, but in large numbers they light up the universe.

Surround yourself with people who are brilliant at what they do, who share your vision, and who are brave enough to disagree with you. And put your trust in them.

The team works because of teamwork.

Successful Business Based on Successful Team

Uniformity is not the key to successful teamwork. The glue that holds a team together is unity of purpose.

When you switch your focus from the “we” to the “me”, the goal from “team” to “self”, you upset the balance of the whole. Consequentially, that redistribution of effort impedes success.

Alignment and collaboration need not be fuzzy, ill-defined concepts for “let’s just all get along.” Effective teamwork is more than good manners and good will, although both help an organization function more effectively. Alignment results from shared goals. Collaboration results from shared measures of success.

Success requires hard work, patience, resilience, talent, teamwork and yes, hard work again. Any “opportunity” promising to circumvent any of the latter is most likely a scam. Overnight success is a misconception and planning your life around it is plain senseless.

That's how a team works. You help the people around you, and everybody's better off for it. The crazy thing is that most of those guys wanted to be astronauts, too, but they never saw it as a competition. We were on the same team, where you want everyone around you to be as successful as possible, because in some way or another their success will become your success. It's good karma - what goes around comes around.

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

A crucial factor when achieving great success in the real estate industry, or any industry for that matter, is teamwork. Unity is a place of power.

It is much more rewarding to get to the top of the mountain and share your experience with others than to show up by yourself, exausted.

Long ago, I stopped buying- let alone reading, books that talk about organizational success but fail to emphasize the importance of TRUST

Planning and teamwork can bring you closer to perfection than working in isolation

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

Team spirit promotes greater accomplishment.

The most successful people have the same twenty-four hours in a day that you do.

The kinds of errors that cause plane crashes are invariably errors of teamwork and communication.

Unity is strength. Synergy is might. Teamwork is power.

Coming together is a beginning, keeping together is progress, working together is a success.

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.

Embracing and reframing failure or setbacks means developing goals to help you exceed expectations next time.

If your actions aren't advancing your goals, stop and ask why.

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.

No one made it to the top without the help from others

Treat challenges as an opportunity to refocus your strategies and open up new horizons.

A team without a leader is like a ship on a voyage, but without a captain.

A system guided by principles grounds its people in “truths”, allowing them to grow and continuously improve.

Every team member must work as a steward of the resources, relationships, and opportunities available for the team and must strive for prudent management.

You tried and failed, so what? I failed today too but hey, lets try again.

We now live in a time when PEOPLE and profits must become equally valuable in the corporate leaders Mindset. Rethink your Leadership Culture to become a conscious, high performance organisation

You don’t need a team! Often, we do not do certain things because we feel that to take up something new, we need a team or at least one more person who thinks as we do. If you are smart enough you may not need any one else!

Everyone you work with, in order to achieve a goal, must have something to lose if it is not realised and something to gain if it is realised. These are the people that are going to stick around you through thick and thin until the job is done.

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.

A Positive Mental Attitude 2. Definiteness of purpose 3. Going the extra mile 4. Accurate thinking 5. Self-discipline 6. The master mind 7. Applied faith 8. A pleasing personality 9. Personal initiative 10. Enthusiasm 11. Controlled attention 12. Teamwork 13. Learning from defeat 14. Creative vision

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

No team can communicate successfully without highly developed listening skills among team members. Most experts would agree that listening is the most overlooked and underused component of communication. Although listening comprises about 45 percent of the communication process, we have little or no formal training in this important skill.

Sometimes, but not often, I am thoroughly convinced that the decision I have made is the right one, even though it differs from the others, and I will exercise my authority to approve or reject a decision against their wishes. In most cases, though, if we can’t agree on something, a better idea is to table the decision rather than to exercise the power.

There is no possible way to commit to your own lane, your own goals, your own aspirations, and your own journey if you are watching and criticizing what the *next person* is doing. True focus is targeted, linear, and (for those who are serious about building a path to success) borders on tunnel vision. If you are more concerned about what is happening with someone else, you have given them the power to defeat you.

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.

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.

The parallel between scientific experiments and mystical (read spiritual) experiences may seem surprising in view of the very different nature of these acts of observation. Physics perform experiments involving an elaborate teamwork and a highly sophisticated technology, whereas mystics obtain their knowledge purely through introspection, without any machinery, in the privacy of meditation. Scientific experiments, furthermore, seem repeatable any time and by anybody, whereas mystical experiences seem to be reserved for a few individuals at special occasions. A closer examination shows, however that the differences between the two kinds of observation lie only in their approach and not in their reliability or complexity. Anybody who wants to repeat an experiment in modern subatomic physics has to undergo many years of training. Only then will he or she be able to ask nature a specific question through the experiment and to understand the answer. Similarly, a deep mystical experience requires, generally, many years of training under an experienced master and, as in the scientific training, the dedicated time does not alone guarantee success. If the student is successful, however, he or she will be able to 'repeat the experiment'. The repeatability of the experience is, in fact, essential to every mystical training and is the very aim of the mystic's spiritual instruction. A mystical experience, therefore, is not any more unique than a modern experiment in physics. On the other hand, it is not less sophisticated either, although its sophistication is of a very different kind. The complexity and efficiency of the physicist's technical apparatus is matched, if not surpassed, by that of the mystics consciousness - both physics and spiritual - in deep meditation. The scientists and the mystics then, have developed highly sophisticated methods of observing nature which are inaccessible to the layperson. A [Page from a journal of modern experimental physics will be as mysterious to the uninitiated as the Tibetan mandala. Both are records of enquires into the nature of the universe.

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.