Trio Team Quotes

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

Yeah, Jules!" Chelsea said in a voice thick with envy. "Go away, you're making the rest of us look bad." She winked at Jule's date wickedly. "I bet you just want to eat her up, don't ya?" He stared at Chelsea with bewilderment and glanced back at Jules for help. "Just ignore her," Jules explained over the noise from the sound system. "She doesn't get out much." Chelsea tried to look hurt by Jule's words, but she couldn't quite pull it off. "I'm just sayin', Jules, he'd better watch his back tonight, or I might be trying to take you away from him." Chelsea loved to play the potentially bi-curious card, even though everyone knew she liked boys far too much to go to bat for the other team. "Gross!" cried Claire, who wasn't pretending at all. Claire hated it when the conversation deviated too far off her straight and narrow path. The operative word being straight. "Don't worry, Claire-bear," Chelsea soothed condescendingly. "I'm not going to hook up with Jules." She wrapped her arm around Claire's waist and then said suggestively in he ear, "I'm much more likely to make a move on you." "Eww!" Claire shrieked, shoving Chelsea away. "Get away from me!" "Leave her alone, Chels," Jules interrupted. "Or you're gonna make her start her 'It's Adam and Eve not Adam and Steve' speech. And sorry, Claire, but none of us really want to hear that." Jay pulled Violet close to him as they listened to the familiar, playful bantering. He slid his arm around her waist from behind, and let his lips gently tease her earlobe while no one was paying attention to the two of them. Violet wanted to turn around right there, in his arms, and forget this whole dance thing altogether. "Hey!" Chelsea's voice interrupted them, and Violet jumped a little, realizing that everyone was staring at them. "Did you hear me?" Violet leaned forward on her crutches and away from Jay, still feeling bemused by the close and intimate contact. "What?" she asked, trying to focus on what had been said. "I said, 'I gotta pee.' Let's go to the bathroom," Chelsea repeated as if Violet were some sort of imbecile, incapable of understanding normal human speech. "Keep it up, Chels, and none of us is gonna want to hook up with you tonight," Violet promised jokingly. Chelsea grinned at Violet. "I like the way you think, Violet Ambrose. Maybe you'll be the lucky girl I choose.' And then she turned to Jay. "Don't worry, I've got her from here," Chelsea announced. Jules and Claire followed. Violet laughed and glanced back at him. "I'll only be a few." Jay gave her a skeptical look that no one else would have even noticed, as he assessed the three girls who would be escorting Violet. And then he finally nodded. "Okay, I'm gonna show these guys my car." He was beaming again. "I'll be right outside, but I won't be long." Violet did her best to keep up with the trio ahead of her, but it was hard on one high heel and two crutches. Finally she yelled at them exasperatedly, "If you guys don't wait, I'm not going!" They all three stopped and turned around. Chelsea tapped her lovely silver shoe impatiently. "Hurry up, Violet, or I swear I'll take you off my list.

When Solo got back to her own hotel room, all her emotions were unleashed. As one player puts it now: “All the sudden, we were seeing furniture fly into the hallway.” Several players who decline to speak on the record say Solo trashed her room and punched a hole in the wall. Nicole Barnhart, the backup goalkeeper who was her roommate at the time, picked up the furniture and put the room back together. Later, Aly Wagner, Cat Whitehill, and Angela Hucles went to Solo’s room to check on her. She was crying. The trio understood why Solo was so upset. The decision to change a goalkeeper in the middle of a World Cup was unprecedented, and everyone knew it. The players tried to support her and give her a pep talk to be ready, just in case. “We get it,” the players told her one by one. “This is an awful thing to go through. We’ve all been there. But you are still part of this team, and we still need you. You never know what’s going to happen in the game.” The press corps in China was small, but once reporters there learned about Ryan’s decision, it was all they could ask about. Would it shake Solo’s confidence? “That’s not our concern,” Ryan said. “We came here trying to win a world championship and put the players on the field that we thought could win each game.” Was Ryan concerned that Scurry would be rusty? “She’ll be ready—wait and see,” he said. Julie Foudy and Tony DiCicco were now both working as broadcast analysts for ESPN. On air, they expressed astonishment at Ryan’s decision and both said, in no uncertain terms, that it was a bad move.

in that direction towered hundreds of metres above them. Climbing it would sap their energy and expose them to great risks. The trekking team therefore decided to start out east in the hope that the valley that they were in would eventually veer round. Shortly after starting out, the trio found the tail section of the plane, which was still largely intact. It contained luggage with extra clothing, cigarettes and even some snacks. They spent their first night in the tail in relative comfort. But the following night they had to sleep out in the open, fully exposed to the harsh cold. They very nearly froze to death. The valley showed no sign of turning in a convenient direction and so the three men returned the next day to the tail with the plan of salvaging some large batteries they had found and using them to power the radio transmitter in the fuselage.

If your product trio is already negotiating outcomes with your product leader, congratulations! However, remember to keep these tips in mind as you set outcomes with your leader: Is your team being tasked with a product outcome and not a business outcome or a traction metric? If you are being tasked with a traction metric, is the metric well known? Have you already confirmed that your customers want to exhibit the behavior being tracked? If it’s the first time you are working on a new metric, are you starting with a learning goal (e.g., discover the relevant opportunities) before committing to a challenging performance goal?

Pursuing too many outcomes at once. Most of us are overly optimistic about what we can achieve in a short period of time. No matter how hard we work, our companies will always ask more of us. Put these two together, and we often see product trios pursuing multiple outcomes at once. What happens when we do this is that we spread ourselves too thin. We make incremental progress (at best) on some of our outcomes but rarely have a big impact on any of our outcomes. Most teams will have more of an impact by focusing on one outcome at a time.

Ping-ponging from one outcome to another. Because many businesses have developed fire-fighting cultures—where every customer complaint is treated like a crisis—it’s common for product trios to ping-pong from one outcome to the next, quarter to quarter. However, you’ve already learned that it takes time to learn how to impact a new outcome. When we ping-pong from outcome to outcome, we never reap the benefits of this learning curve. Instead, set an outcome for your team, and focus on it for a few quarters. You’ll be amazed at how much impact you have in the second and third quarters after you’ve had some time to learn and explore.

Setting individual outcomes instead of product-trio outcomes. Because product managers, designers, and software engineers typically report up, to their respective departments, it’s not uncommon for a product trio to get pulled in three different directions, with each member tasked with a different goal. Perhaps the product manager is tasked with a business outcome, the designer is tasked with a usability outcome, and the engineer is tasked with a technical-performance outcome. This is most common at companies that tie outcomes to compensation. However, it has a detrimental effect. The goal is for the product trio to collaborate to achieve product outcomes that drive business outcomes. This isn’t possible if each member is focused on their own goal. Instead of setting individual outcomes, set team outcomes.

It’s easy when working in a team to experience groupthink. Groupthink occurs when a group of individuals underperform due to the dynamics of the group. There are a number of reasons for this. When working in a group, it’s common for some members to put in more effort than others; some group members may hesitate or even refrain from speaking up, and groups tend to perform at the level of the least-capable member.19 In order to leverage the knowledge and expertise in our trios, we need to actively work to counter groupthink.

By definition, a product outcome is within the product trio’s span of control. Business outcomes, on the other hand, often require coordination across many business functions. For example, suppose Sonja’s team discovered that, in addition to some customers not understanding the value of tailor-made dog food and some dogs not liking the food, poor customer-support response times and surprise price increases that occurred after their trial period ended also influenced their high churn rate. In this case, product, marketing, and customer support might need to coordinate their efforts to increase retention.

Assigning product outcomes to product trios increases a sense of responsibility and ownership. If a product team is assigned a business outcome, it’s easy for the trio to blame the marketing or customer-support team for not hitting their goal. However, if they are assigned a product outcome, they alone are responsible for driving results. When multiple teams are assigned the same outcome, it’s easy to shift blame for lack of progress.

One thing I am clear on, though, is why the show Man vs. Wild has been so successful. I consider it is down to the magic three: good fortune, an amazing team, and a willingness to risk it all. My magic trio. There is no doubt that good fortune and blessed timing have been at the heart of why the program has worked. All too often I meet extraordinarily talented people: whether they are world-class climbers, champion skydivers, or survival-bushcraft gurus. Invariably, they are more skilled than me--and, annoyingly, often better-looking and more muscled to boot! And, if the truth be told, they could all probably do my job better than me, as well.

Ambrose's injured left arm, but Ambrose rammed Regal into the ring post to badly disorientate him. Then, Ambrose ruthlessly kneed Regal's head into an exposed turnbuckle, causing Regal to bleed from the ear; the match was then ruled a no contest. After the match, Regal stared down Ambrose, then applauded him and turned his head to allow Ambrose to hit him with the Knee Trembler. Afterwards, the FCW locker room stormed the ring to separate Ambrose from a fallen Regal while commentators questioned whether Regal would ever be able to wrestle again. Ambrose made his main roster debut on November 18, 2012 at the Survivor Series pay-per-view alongside Roman Reigns and Seth Rollins, where they assaulted Ryback during the triple-threat main event for the WWE Championship, leading to CM Punk pinning John Cena to retain his title. The trio declared themselves "The Shield" and vowed to rally against "injustice". They denied working for Punk, but routinely emerged from the crowd to attack Punk's adversaries, including Ryback, The Miz, Kane and Daniel Bryan, who had attempted to save Kane. This led to a Tables, Ladders, and Chairs match being set up for the TLC payper-view pitting the three men of the Shield against Ryback and Team Hell No (Kane and Bryan), which Ambrose, Reigns and Rollins won in their debut match. The Shield continued to aid Punk after TLC; during Punk and Ryback's TLC match for the WWE Championship on the January 7 episode of Raw, they attacked Ryback, which resulted in Punk retaining his title. During the Royal Rumble event where the Rock challenged for Punk's WWE Championship, match, a blackout occurred and the Rock was

Take Brooksley Born, former chair of the Commodity Futures Trading Commission (CFTC), who waged an unsuccessful campaign to regulate the multitrillion-dollar derivatives market. Soon after the Clinton administration asked her to take the reins of the CFTC, a regulatory backwater, she became aware of the over-the-counter (OTC) derivatives market, a rapidly expanding and opaque market, which she attempted to regulate. According to a PBS Frontline special: "Her attempts to regulate derivatives ran into fierce resistance from then-Fed Chairman Alan Greenspan, then-Treasury Secretary Robert Rubin, and then-Deputy Treasury Secretary Larry Summers, who prevailed upon Congress to stop Born and limit future regulation." Put more directly by New York Times reporter Timothy O'Brien, "they ... shut her up and shut her down." Mind you, Born was no dummy. She was the first female president of the Stanford Law Review, the first woman to finish at the top of the class, and an expert in commodities and futures. But because a trio of people who were literally en-titled decided they knew what was best for the market, they dismissed her call for regulation, a dismissal that triggered the financial collapse of 2008. To be fair to Greenspan et al., their resistance was not surprising. According to psychologists Hillel Einhorn and Robin Hogarth, "we [as human beings] are prone to search only for confirming evidence, and ignore disconfirming evidence." In the case of Born, it was the '90s, the markets were doing well, and the country was prospering; it's easy to see why the powerful troika rejected her disconfirming views. Throw in the fact that the disconcerting evidence was coming from a "disconfirming" person (i.e., a woman), and they were even more likely to disregard the data. In the aftermath, Arthur Levitt, former chairman of the SEC, said, "If she just would have gotten to know us... maybe it would have gone a different way."12 Born quotes Michael Greenberg, the director of the CFTC under her, as saying, "They say you weren't a team player, but I never saw them issue you a uniform." We like ideas and people that fit into our world-view, but there is tremendous value in finding room for those that don't. According to Paul Carlile and Clayton Christensen, "It is only when an anomaly is identified—an outcome for which a theory can't account that an opportunity to improve theory occurs."13 One of the ways you'll know you are coming up against an anomaly is if you find yourself annoyed, defensive, even dismissive, of a person, or his idea.

More recent research on goal setting involving more complex tasks, like the ones product trios face, found that challenging goals can decrease performance if the team doesn’t have strategies for how to achieve their goal.

The affable Feige would never admit it to Pascal’s face, but he and his team at Marvel had for years disliked what Sony had been doing with the character. He thought that restarting with The Amazing Spider-Man, rather than moving on from Raimi’s mistakes in Spider-Man 3, had been a big mistake. “In a million years I would never advocate rebooting . . . Iron Man,” Feige wrote to Marvel Entertainment’s president, Alan Fine, and its vice president of production, Tom Cohen. “To me it’s James Bond and we can keep telling new stories for decades even with different actors.” Fine concurred: “I think that it is a mistake to deny the original trilogy its place in the canon of the Spider-Man cinematic universe. What are you telling the audience? That the original trilogy is a mistake, a total false-hood?” He had even harsher words for the script of The Amazing Spider-Man 2 that the Marvel trio had recently read: “I found this draft tedious, boring, and had to force myself to read it through . . . This story is way too dark, way too depressing. I wanted to burn the draft after I read it never mind thinking about buying the DVD.” The

I am a team player at heart. I believe I can play any role, from evangelist to leader and everything between, given the appropriate knowledge and support.” The woman who had escorted her in replied, “Isn’t that arrogant?” Sabrina shook her head. “I don’t believe so. I have the potential, and I’m willing to put in the work, as you’ve seen. I don’t see any limits to what I can accomplish in the right environment.” The trio looked at each other, and the one in the center nodded. “Your responses are adequate.

Organizational change happens unevenly. Even when a company tasks a team with a clear desired outcome, it can be hard for leaders to let go of dictating outputs. This is especially true during times of stress, when we tend to fall back on old habits. As a result, it’s not enough for a product trio to make evidence-based decisions about what to build; they also need to justify those

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