Top Performing Team Quotes

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

Let’s get right on top of the bottom line: You must live your personal values at work.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

Change is possible only if the top management agrees.

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Now,” Samite continued, “after Essel has just spent time warning you about generalities and how they often don’t apply, I’m going to use some. Because some generalities are true often enough that we have to worry about them. So here’s one: men will physically fight for status. Women, generally, are more clever. The why of it doesn’t matter: learned, innate, cultural, who cares? You see the chest-bumping, the name-calling, performing for their fellows, what they’re really doing is getting the juices flowing. That interval isn’t always long, but it’s long enough for men to trigger the battle juice. That’s the terror or excitation that leads people to fight or run. It can be useful in small doses or debilitating in large ones. Any of you have brothers, or boys you’ve fought with?” Six of the ten raised their hands. “Have you ever had a fight with them—verbal or physical—and then they leave and come back a little later, and they’re completely done fighting and you’re just fully getting into it? They look like they’ve been ambushed, because they’ve come completely off the mountain already, and you’ve just gotten to the top?” “Think of it like lovemaking,” Essel said. She was a bawdy one. “Breathe in a man’s ear and tell him to take his trousers off, and he’s ready to go before you draw your next breath. A woman’s body takes longer.” Some of the girls giggled nervously. “Men can switch on very, very fast. They also switch off from that battle readiness very, very fast. Sure, they’ll be left trembling, sometimes puking from it, but it’s on and then it’s off. Women don’t do that. We peak slower. Now, maybe there are exceptions, maybe. But as fighters, we tend to think that everyone reacts the way we do, because our own experience is all we have. In this case, it’s not true for us. Men will be ready to fight, then finished, within heartbeats. This is good and bad. “A man, deeply surprised, will have only his first instinctive response be as controlled and crisp as it is when he trains. Then that torrent of emotion is on him. We spend thousands of hours training that first instinctive response, and further, we train to control the torrent of emotion so that it raises us to a heightened level of awareness without making us stupid.” “So the positive, for us Archers: surprise me, and my first reaction will be the same as my male counterpart’s. I can still, of course, get terrified, or locked into a loop of indecision. But if I’m not, my second, third, and tenth moves will also be controlled. My hands will not shake. I will be able to make precision movements that a man cannot. But I won’t have the heightened strength or sensations until perhaps a minute later—often too late. “Where a man needs to train to control that rush, we need to train to make it closer. If we have to climb a mountain more slowly to get to the same height to get all the positives, we need to start climbing sooner. That is, when I go into a situation that I know may be hazardous, I need to prepare myself. I need to start climbing. The men may joke to break the tension. Let them. I don’t join in. Maybe they think I’m humorless because I don’t. Fine. That’s a trade I’m willing to make.” Teia and the rest of the girls walked away from training that day somewhat dazed, definitely overwhelmed. What Teia realized was that the women were deeply appealing because they were honest and powerful. And those two things were wed inextricably together. They said, I am the best in the world at what I do, and I cannot do everything. Those two statements, held together, gave them the security to face any challenge. If her own strengths couldn’t surmount an obstacle, her team’s strengths could—and she was unembarrassed about asking for help where she needed it because she knew that what she brought to the team would be equally valuable in some other situation.

When a subsystem’s goals dominate at the expense of the total system’s goals, the resulting behavior is called suboptimization. Just as damaging as suboptimization, of course, is the problem of too much central control. If the brain controlled each cell so tightly that the cell could not perform its self-maintenance functions, the whole organism could die. If central rules and regulations prevent students or faculty from exploring fields of knowledge freely, the purpose of the university is not served. The coach of a team might interfere with the on-the-spot perceptions of a good player, to the detriment of the team. Economic examples of overcontrol from the top, from companies to nations, are the causes of some of the great catastrophes of history, all of which are by no means behind us.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

Peopleware. A major contribution during recent years has been DeMarco and Lister's 1987 book, Peopleware: Productive Projects and Teams. Its underlying thesis is that "The major problems of our work are not so much technological as sociological in nature." It abounds with gems such as, "The manager's function is not to make people work, it is to make it possible for people to work." It deals with such mundane topics as space, furniture, team meals together. DeMarco and Lister provide real data from their Coding War Games that show stunning correlation between performances of programmers from the same organization, and between workplace characteristics and both productivity and defect levels. The top performers' space is quieter, more private, better protected against interruption, and there is more of it. . . . Does it really matter to you . . . whether quiet, space, and privacy help your current people to do better work or [alternatively] help you to attract and keep better people?[19]

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

The game within the game is the game that only the players see. They experience it in relation to one another on the floor at a particular time and in the middle of the action. It is one of the nuances of the game of basketball. As Knick teammates during those years, we knew what a teammate was going to do almost before he did it. We helped one another on defense and shared the ball on offense. We made room for each of us to be his best within the context of the team. For example, I often would see Clyde come down the floor with the ball. I'd catch his eye. I knew he wanted to go down my side of the floor. In order to give him a little more room to move, I would clear out. That way I didn't clog up his space. Or, when I had the ball on the side and he was at the top of the key, waiting to go backdoor, our center knew he had to move to the other side of the floor to create the room for the backdoor bounce pass from me to Clyde who was moving down the lane toward the basket. That was the game within the game. On one level, the game within the game was a matter of mechanics but is also operated on a psychological level in that we truly were all for one and one for all. We challenged one another in practice to become better. We helped one another come back from defeat. We inspired one another to reach our peak team performance. None of us felt we could be as good alone as all of us could be together. Our unity came sometimes with laughs, sometimes with conflicts, sometimes with moments of collective insight, but it was that spirit of camaraderie which brought us together in a way that allowed the fans to see something very special.

Many people find it hard to understand what it is about a mountain that draws men and women to risk their lives on her freezing, icy faces--all for a chance at that single, solitary moment on the top. It can be hard to explain. But I also relate to the quote that says: “If you have to ask, you will never understand.” I just felt that maybe this was it: my first real, and possibly only, chance to follow that dream of one day standing on the summit of Mount Everest. Deep down, I knew that I should take it. Neil agreed to my joining his Everest team on the basis of how I’d perform on an expedition that October to the Himalayas. As I got off the phone from speaking to Neil, I had a sinking feeling that I had just made a commitment that was going to change my life forever--either for the better or for the worse. But I had wanted a fresh start--this was it, and I felt alive. A few days later I announced the news to my family. My parents--and especially my sister, Lara--called me selfish, unkind, and then stupid. Their eventual acceptance of the idea came with the condition that if I died then my mother would divorce my father, as he had been the man who had planted the “stupid idea” in my head in the first place, all those years earlier. Dad just smiled. Time eventually won through, even with my sister, and all their initial resistance then turned into a determination to help me--predominantly motivated by the goal of trying to keep me alive. As for me, all I had to ensure was that I kept my promise to be okay. As it happened, four people tragically died on Everest while we were there: four talented, strong climbers. It wasn’t within my capability to make these promises to my family. My father knew that.

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.

We often work with business owners who, out of comfort, expedience or simply ignorance, choose the wrong person for the job. For example, an owner might make their top-performing salesperson sales manager in spite of that employee lacking the skills to manage a team. This seldom ends well for anyone.

Our mantra is that employees don’t need the boss’s approval to move forward (but they should let the boss know what’s going on). If Sheila comes to you with a proposal you think is going to fail, you need to remind yourself why Sheila is working for you and why you paid top of the market to get her. Ask yourself these four questions: Is Sheila a stunning employee? Do you believe she has good judgment? Do you think she has the ability to make a positive impact? Is she good enough to be on your team? If you answer NO to any of these questions, you should get rid of her (see the next chapter where we’ll learn that “adequate performance gets a generous severance”). But if your answer is yes, step aside and let her decide for herself. When the boss steps out of the role of “decision approver,” the entire business speeds up and innovation increases.

The performance of a company is closely tied to the personality and the values of the person at the top. And the personality and values of the person at the top set the tone of the culture.

It was a moment where I realized that if we can back down that easily and we can get intimidated, then U.S. Soccer has the upper hand on us at all points in time because it didn’t take that much,” she adds. “We had the courage to say we were going to go on strike, and then, within a few days, we decided, no, we’ll get on the plane and play in Portugal.” During the Algarve Cup, discussions within the team continued and Langel met with U.S. Soccer for negotiations while the players were out of the country. By the time they got back, they were close to a deal with U.S. Soccer that would cover them both in the NWSL and in case the league folded. Striking was still on the table, but the players no longer felt it was necessary. Asked about a strike, U.S. Soccer president Sunil Gulati says he was never made aware that the team was considering it. In the end, the contract the two sides agreed to offered large increases in compensation for the national team. If the NWSL couldn’t get off the ground, salaries would go up between $13,000 and $31,000, depending on each player’s tier. But with the new league in place, salaries would stay almost the same while players would get an extra $50,000 NWSL salary. On top of their guaranteed income, more money than ever was available through performance bonuses and a $1.20 cut of every national team game ticket sold that would be put into a team pool. In the end, the biggest sticking point, however, wasn’t the compensation—it was locking the players into the NWSL. It became a requirement in their national team contract, and there was no backing out if the players didn’t like their club teams.

T20 World Cup Betting: A Quick Guide The T20 World Cup is one of the most exciting events in the cricketing calendar, bringing together top teams from around the world for a fast-paced, action-packed tournament. For many fans, placing a bet can add even more excitement to the games. Here’s a brief guide to get you started with T20 World Cup betting. What is T20 World Cup Betting? T20 World Cup betting involves wagering on various outcomes related to the tournament. This can range from predicting the overall winner of the World Cup to specific match outcomes or player performances. Types of Bets Match Bets: Wager on the outcome of individual matches. Outright Bets: Bet on which team will win the entire tournament. Prop Bets: Bet on specific events, like the top run-scorer in a match. How to Bet Choose a Platform: Select a reputable betting site like Bet365 or Betway. Create an Account: Sign up and verify your details. Deposit Funds: Add money to your account using a secure payment method. Place Bets: Choose your bets based on your research and predictions. Tips for Successful Betting Research: Study team form, player statistics, and match conditions. Set a Budget: Only bet what you can afford to lose. Stay Informed: Keep up with the latest news and updates. Responsible Betting Betting should always be fun and done responsibly. Set limits for yourself and seek help if betting becomes a problem. Betting on the T20 World Cup can enhance your enjoyment of the game, but always remember to bet wisely and responsibly.

Trying to staff a whole sales team prematurely is a very common managerial mistake. So is failing to figure out what distinguishes top sales performers from weak performers