Trust Team Quotes

Trust is knowing that when a team member does push you, they're doing it because they care about the team.

Either we're a team or we aren't. Either you trust me or you don't.

Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

Jason always tried to build a good relationship with his team. He'd learned the hard way that if somebody was going to have your back in a fight, it was better if you found some common ground and trusted each other. But Nico wasn't easy to figure out.

I can almost hear Haymitch groaning as I team up with this wispy child. But I want her. Because she's a survivor, and I trust her, and why not admit it? She reminds me of Prim.

Either we're a team or we aren't. Either you trust me or you don't." Hale took a step toward her. "What's it going to be, Kat?" It is an occupational hazard that anyone who has spent her life learning how to lie eventually becomes bad at telling the truth; in that moment Kat didn't have a clue what to say. I carn't do this with out you sounded trite. What they were doing was to big for a simple please. Hale I-" You know what? Never mind. Either way, I'm in Kat." He seemed utterly resloved as he slipped on his sunglasses. "I'm all in

How power is used in organizations determines whether it unites us with trust or divides us with fear

Starting over can be the scariest thing in the entire world, whether it’s leaving a lover, a school, a team, a friend or anything else that feels like a core part of our identity but when your gut is telling you that something here isn’t right or feels unsafe, I really want you to listen and trust in that voice.

Anyone can plot a course with a map or compass; but without a sense of who you are, you will never know if you're already home.

Simon: You're in a dangerous line of work, Jayne. Odds are you'll be under my knife again, often. So I want you to understand one thing very clearly: No matter what you do or say or plot, no matter how you come down on us, I will never, ever harm you. You're on this table, you're safe... 'cause I'm your medic. And however little we may like or trust each other, we're on the same crew. Got the same troubles, same enemies, and more than enough of both. Now, we could circle each other and growl, sleep with one eye open, but that thought wearies me. I don't care what you've done, I don't know what you're planning on doing, but I'm trusting you. I think you should do the same. 'Cause I don't see this working any other way. River: Also, I can kill you with my brain.

Leadership is about integrity, honesty and accountability. All components of trust.

The imbalance of power in the employee-employer relationship puts the onus on leaders to address fairness at work

Besides, Reyna will do what she can to slow things down. She's still on our side. I know she is." "You trust her." Piper's voice sounded hollow, even to herself. "Look Pipes. I told you, you've got nothing to be jealous about." "She's beautiful. She's powerful. Se's so...Roman." Jason put down his hammer. He took her hand, which sent a tingle up her arm. Piper's dad had once taken her to the Aquarium of the Pacific and shown her an electric eel. He told her that the eel sent out pulses that shocked and paralyzed its prey. Each time Jason looked at her or touched her hand, Piper felt like that. "You're beautiful and powerful," he said. "And I don't want you to be Roman. I want you to be Piper. Besides, we're a team, you and me.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

And that’s what trust is. We don’t just trust people to obey the rules, we also trust that they know when to break them.

On a hard jungle journey nothing is so important as having a team you can trust.

You never explained the change of heart." "Maybe I got tired of seeing Kevin bend. Or maybe it was the zombies. A few weeks back you and Renee argued contingency plans for a zombie apocalypse. She said she'd focus on survivors. You said you'd go back for some of us. Five of us. You weren't counting Abby or Coach. Since you trust Renee to handle the rest of the team, I'm guessing the last spot is for Dobson. I didn't say anything then because I knew I'd look out for only me when the world went to hell. I don't want to be that person anymore. I want to go back for you.

Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.

Work hard, do your best, live the truth, trust yourself, have some fun...and you'll have no regrets.

Eternal Father, faithful friend, Be quick to answer those we send In brotherhood and urgent trust, On hidden missions dangerous, O hear us when we cry to Thee, For SEALs in air, on land, and sea.

A great team doesn’t mean that they had the smartest people. What made those teams great is that everyone trusted one another. It can be a powerful thing when that magic dynamic exists.

The dragon flew up and settled in the crook of Mina’s hood, and quickly became invisible again. “I don’t trust that thing,” Jared shot back. “Relax, I find him quite cute. Isn’t that right, Ander?” She held up a finger and felt the invisible dragon rub its face against her. “Great, you’ve named it, now you’re gonna want to keep it. But I’m telling you that thing better be house-trained.” He turned to the bookshelf and began to pull open the book to open the hidden exit door. Mina felt Ander leave her shoulder but didn’t let Jared know he was missing. She saw Constance’s teacup float mysteriously above Jared’s head. She clapped her hand over her mouth to contain the laughter. A second later the cup turned over, spilling lukewarm tea on Jared’s unsuspecting head. “Oh, it better not have just peed on me!” he screamed.

Leaps of greatness require the combined problem-solving ability of people who trust each other.

If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict.

The pictures of me on the Internet were silly, inappropriate shots. I appreciate all the support of my fans, and hope they understand that along the way I am going to make mistakes and I am not perfect. I never intended for any of this to happen, and I am truly sorry if I have disappointed anyone. Most of all, I have let myself down. I will learn from my mistakes and trust my support team.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

You’re a kickass team leader, and there’s no one I trust more to have my back on a mission. But when it comes to the pack, you have the emotional intelligence of a fucking gummy bear.

In weak cultures, people find safety in the rules. This is why we get bureaucrats. They believe a strict adherence to the rules provides them with job security. And in the process, they do damage to the trust inside and outside the organization. In strong cultures, people find safety in relationships. Strong relationships are the foundation of high-performing teams. And all high-performing teams start with trust.

followers have a very clear picture of what they want and need from the most influential leaders in their lives: trust, compassion, stability, and hope

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.

We asked a thousand leaders to list marble-earning behaviors—what do your team members do that earns your trust? The most common answer: asking for help. When it comes to people who do not habitually ask for help, the leaders we polled explained that they would not delegate important work to them because the leaders did not trust that they would raise their hands and ask for help. Mind. Blown.

Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.

Whether you’re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble.

Strong relationships are the foundation of high-performing teams. And all high-performing teams start with trust.

I am here for you, and always will be, no matter what. No matter how many pounds of spoiled shrimo cocktail you projectile vomit, you can trust me. We're a team, you and I. " -THE LOVE HYPOTHESIS

Tell me what to do, not how to do it.' Decentralize command and allow subordinates to operate freely within the framework of the commander's intent. Train them as a team. Develop trust, loyalty, initiative.

As a leader, it's important to trust your team. When they feel that trust from you, they'll give it back.

If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.

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

Don't focus on the numbers. Trust the process. When you keep doing things the right way, eventually the numbers will rise, the wins will come, and the outcome will happen.

Trust is not formed through a screen, it is formed across a table. It takes a handshake to bind humans . . . and no technology yet can replace that. There is no such thing as virtual trust.

When a woman excels at her job, both male and female coworkers will remark that she may be accomplishing a lot, but is “not well-liked by her peers.” She is probably also “too aggressive,” “not a team player,” “a bit political,” “can’t be trusted,” or “difficult.

They will, trust me. Anyone who can give me as much shit as you do and bring me to my knees, they’re going to love. I wouldn’t be surprised if they showed up wearing Team Lottie T-shirts. Trust me, they’re fans.

In time, as if by magic, we will realize that we have developed a deep bond with this person. The madness and excitement and spontaneity of the dopamine hit is replaced by a more relaxed, more stable, more long-term oxytocin-driven relationship. A vastly more valuable state if we have to rely on someone to help us do things and protect us when we’re weak. My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.

Trusting your team means letting go and having faith in their abilities and their capacity for making good decisions.

Trust is the foundation of real teamwork.

My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.

The five behavioral manifestations of teamwork: trust, conflict, commitment, accountability and results

Relationships are built on trust.

Colossus: The X-Men need me. But as I said... Trance: Yeah, they don't trust you. I got it. Colossus: What would Wolverine do? Trance: He'd team up with a teenage girl and go kill bad guys.

• Starting with trust and giving employees great autonomy and flexibility allows people to feel independent and empowered while still feeling like a part of something bigger. This leads to happy, loyal employees with a rich quality of life, which in turn leads to an amazing culture.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Teams bring together a broader mix of skills that exceed those of any single individual. 2. Teams jointly develop and strive toward clear goals. 3. Teams can adjust with greater speed and effectiveness. 4. Trust and confidence are more easily built in teams.

Three hours later, I watch the chopper hover over the blue water holding three of the most trusted members of my security team, and a woman who probably wouldn’t cry at my funeral if I got pushed off a cliff. More than likely, she’d be the one to shove me over.

The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

trust is not the same as assuming everyone is on the same page as you, and that they don’t need to be pushed.

leadership, very simply, is about two things:          1.   Truth and trust.          2.   Ceaselessly seeking the former, relentlessly building the latter.

Salespeople who think that it’s all about price aren’t required: If it can be sold on the internet at the lowest price, you can take the huge cost of a sales team out of the equation.

I go to all the appointments. All the meetings. I sit with the team of inclusion teachers, occupational therapists, doctors, social workers, remedial teachers, and the cab driver that gets him from appointment to appointment, and I push for everything that can be done for my autistic boy. But I will never have a plan that will fix him. Noah is not something to be fixed. And our life will never be normal. And people always say, oh well what’s normal, there’s no such thing really, and I say — sure there is…there’s a spectrum… and there’s lots and lots of possibilities within that spectrum, and trust me buddy, ducks on the moon ain’t one of them….but …. In this abnormal life, I get to live with a pirate, and a bird fancier, and an ogre, and a hedgehog, and many many superheroes, and aliens and monsters — and an angel. I get to go to infinity and beyond.

the first rule of being a team is trusting one another. And if you trust someone, you let her keep her secrets. When she is ready to tell you, she will. You dont have to know everything, Anaka. Why not? Why should I trust Oona if she doesnt trust me? How do I know she's not hiding somthing more dangerous? Oona was worried the rest of you would see her differently, Kiki bristled. Don't prove her right.

Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust. This is not unlike a husband and wife recovering from a big argument and developing closer ties and greater confidence in their relationship as a result.

The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

Then go," Dan said. When Nathaniel looked back at her, she stressed, "But come back to us as soon as they're done with you, okay? We'll figure this out as a team." "As a family." Nicky attempted a smile. It was weak, but it was encouraging. This had to be a cruel dream. Their forgiveness threatened to burn Nathaniel up from the inside-out, as healing as it was damning. He didn't deserve their friendship or their trust. He'd never be able to repay them for rallying behind him like this. He could try the rest of his life, however long it was going to be now that Stuart was in the picture and Nathan was out, and he'd always fall short.

Elliot thought about being on different sides. In his books about magic lands, the evildoers had horns, or at least had the decency to wear outfits composed entirely of black leather. Sometimes there was one traitor on the good side, but he didn’t remember any stories about teams who wore the same uniform splitting up and turning against each other. People did not have to learn how to live with each other again, after trust was broken between them

British anthropologist Robin Dunbar theorized that the number of people an individual can actually trust usually falls between 100 and 230 (a more specific variant was popularized by Malcolm Gladwell as the “Rule of 150” in his book Outliers

In three weeks, the women's team had done more for soccer in the United States than any team had ever done. Yet, the United States Soccer Federation was unprepared and unwelcoming in its acerbic response to the women's success. With petty, resentful, chauvinistic behavior, the federation would bungle what should have been its greatest moment as a national governing body. Its leaders would criticize DiCicco instead of congratulating him, they would threaten to sue the women over an indoor victory tour and they would wait an unacceptably long period before entering into contract negotiations with the team. Then, at the end of the year, the federation would offer a deal that the women found insulting. Unwilling to trust that the federation was bargaining in good faith, the women would boycott a trip to a tournament in Australia. They would become champions of the world, embraced by the president, by the largest crowd ever to watch women play and by the largest television audience for soccer in this country, embraced by everyone, it seemed, but the officials who ran the sport with the vision of a student council. Increasingly, it appeared, the only amateurs left in sports were the people running the federations that governed them.

A cool hand touched my arm. I jerked back. “Don’t! You’ll burn!” “I’m used to it.” Ayden’s brown eyes twinkled. “In fact, I’ve been told I’m smokin’.” He held out a hand, his voice soft. “By an incredible redhead who I wish, for once, knew she could trust me.

We’re loyal servants of the U.S. government. But Afghanistan involves fighting behind enemy lines. Never mind we were invited into a democratic country by its own government. Never mind there’s no shooting across the border in Pakistan, the illegality of the Taliban army, the Geneva Convention, yada, yada, yada. When we’re patrolling those mountains, trying everything we know to stop the Taliban regrouping, striving to find and arrest the top commanders and explosive experts, we are always surrounded by a well-armed, hostile enemy whose avowed intention is to kill us all. That’s behind enemy lines. Trust me. And we’ll go there. All day. Every day. We’ll do what we’re supposed to do, to the letter, or die in the attempt. On behalf of the U.S.A. But don’t tell us who we can attack. That ought to be up to us, the military. And if the liberal media and political community cannot accept that sometimes the wrong people get killed in war, then I can only suggest they first grow up and then serve a short stint up in the Hindu Kush. They probably would not survive. The truth is, any government that thinks war is somehow fair and subject to rules like a baseball game probably should not get into one. Because nothing’s fair in war, and occasionally the wrong people do get killed. It’s been happening for about a million years. Faced with the murderous cutthroats of the Taliban, we are not fighting under the rules of Geneva IV Article 4. We are fighting under the rules of Article 223.556mm — that’s the caliber and bullet gauge of our M4 rifle. And if those numbers don’t look good, try Article .762mm, that’s what the stolen Russian Kalashnikovs fire at us, usually in deadly, heavy volleys. In the global war on terror, we have rules, and our opponents use them against us. We try to be reasonable; they will stop at nothing. They will stoop to any form of base warfare: torture, beheading, mutilation. Attacks on innocent civilians, women and children, car bombs, suicide bombers, anything the hell they can think of. They’re right up there with the monsters of history.

When everything seems worse, impossible to achieve, thinking about giving up, quitting? Remember why started first? Trust yourself, tap yourself and say if you cannot make it, no one is going to. Look back, the whole team believes in you, go for it and be a CHAMPION.

Rumbling with Trust Trust—in ourselves and in others—is often the first casualty in a fall, and stories of shattered trust can render us speechless with hurt or send us into a defensive silence. Maybe someone betrayed us or let us down, or our own judgment led us astray. How could I have been so stupid and naïve? Did I miss the warning signs? If I’ve learned anything in my research, it’s that trust can’t be hot-wired, whether it’s between two friends or within a work team; it’s grown in a process that takes place over the course of a relationship.

The key to team success is trust” Bob Mayer said this in an article about indie publishing; he was referring to military ops. This also rings very true in football-missed assignments are more often the result of a lack of trust in the teammate next door than a lapse in memory.

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like “I screwed up,” “I need help,” “Your idea is better than mine,” “I wish I could learn to do that as well as you do,” and even, “I’m sorry.” When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don’t waste time and energy putting on airs or pretending to be someone they’re not. Over time, this creates a bond that exceeds what many people ever experience in their lives and,

A humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending outdated position, about building the team than exalting self, about recognizing contribution than being recognized for making it.

When team members trust one another, when they know that everyone on the team is capable of admitting when they don’t have the right answer, and when they’re willing to acknowledge when someone else’s idea is better than theirs, the fear of conflict and the discomfort it entails is greatly diminished. When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer. It is not only okay but desirable.

Why couldn’t I find one action that would make the need to binge automatically disappear? Because there is no magic action to make that horrible prebinge feeling go away. The cool thing is that we are designed so that the feeling will pass through us on its own—in time. All we have to do is sit there and feel what is going on inside of us. We must experience the feelings. To help us deal with the feelings, we can call someone on our support team. We can also express the feelings by focusing on our breath or even hitting a pillow. The important thing to remember is that no matter how terrible, feelings do pass. It takes patience and trust—not food . . .

Laughter paves the way for many things. It's one way to build intimacy between people, something every healthy team needs. Humor has always been a primary part of how I lead. If I can get someone to laugh, they're at ease. If they see me laugh at things, they're at ease. It creates emotional space, a kind of trust, to use in a relationship. Sharing laughter also creates a bank account of positive energy you can withdraw from, or borrow against, when dealing with tough issues at work. It's a relationship cushion.

You talk about trust, and you're the person I trust most in the world. The person I want at my back and by my side. I'd hoped to show you that on the island. I hoped to remind you what a good team we make. I wanted to ask you to come back to me and try again. I swear I'll listen to you, and work with you, and love you, and never take advantage again.

Capital-P Play was last year’s management theory, following multitasking, singletasking, grit, learning-from-failure, napping, cardioworking, saying no, saying yes, the wisdom of the crowd > trusting one’s gut, trusting one’s gut > the wisdom of the crowd, Viking management theory, Commissioner Gordon workflow theory, X-teams, B-teams, embracing simplicity, pursuing complexity, seeking zemblanity, creativity through radical individualism, creativity through groupthink, creativity through the rejection of groupthink, organizational mindfulness, organizational blindness, microwork, macrosloth, fear-based camaraderie, love-based terror, working while standing, working while ambulatory, learning while sleeping, and, most recently, limes.

The problem with problem-solving methods, which all business methodologies are, is that they are abstractions, but the world is not abstract. Real work contains hard parts that no method can dictate for you. No method can capture how and when to abandon the method or tweak it; only a team and its leader can do that. And for a team to do that successfully, they need to trust each other.

He simply had to trust the dogs. On the hunt, man and dogs were always a team. With Jesse, perhaps this was more true than with most. Most men, knowing themselves to be a lot smarter than the dogs, often overruled their judgment. Jesse, not thinking himself much smarter than anything, did not. He often relied upon his own instincts. He therefore had more respect for instinct, perhaps, than a man who normally relied upon intellect. The mind of the dog was in many ways as simple and uncomplicated as Jesse's own. He was taught to memorize actions in places he couldn't reason, and obey in situations that he did not understand. When he did understand he followed his instinct. His instincts assured him that as hunter, the dog was at least the equal of man. And for scenting and tracking, the dog was superior.

Then I don't think I understand what love is. I thought I knew. I thought it was this great thing where two people support each other and work together to solve problems. I thought it was about trust and loyalty, being honest, kind, being a team. But now I have no idea. In fact, I'm doubting that love exists. Maybe, as a society, we made it up to explain and justify our unhealthy desire for co-dependence." .... "I actually agree with you to a certain extent, if I'm understanding your meaning correctly. We humans, most of us are co-dependent and it's often unhealthy. It's up to the two people wishing the relationship to keep the co-dependence healthy. But, you are assuming there is only one kind of love, Kaitlyn. I can tell you there are as many kinds of love in the world as there are stars in the sky.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

I just came from Bunker Hill,’ I told Sam. ‘Hel offered me a reunion with my mother.’ I managed to tell her the story. Samirah reached out as if to touch my arm, then apparently changed her mind. ‘I’m so sorry, Magnus. But Hel lies. You can’t trust her. She’s just like my father, only colder. You made the right choice.’ ‘Yeah … still. You ever do the right thing, and you know it’s the right thing, but it leaves you feeling horrible?’ ‘You’ve just described most days of my life.’ Sam pulled up her hood. ‘When I became a Valkyrie … I’m still not sure why I fought that frost giant. The kids at Malcolm X were terrible to me. The usual garbage: they asked me if I was a terrorist. They yanked off my hijab. They slipped disgusting notes and pictures into my locker. When that giant attacked … I could’ve pretended to be just another mortal and got myself to safety. But I didn’t even think about running away. Why did I risk my life for those kids?’ I smiled. ‘What?’ she demanded. ‘Somebody once told me that a hero’s bravery has to be unplanned – a genuine response to a crisis. It has to come from the heart, without any thought of reward.’ Sam huffed. ‘That somebody sounds pretty smug.’ ‘Maybe you didn’t need to come here,’ I decided. ‘Maybe I did. To understand why we’re a good team.

... they only trusted the wisdom of people brighter and more worldly than themselves when it was expressed in the vocabulary and style of rural idiots. In his guise as Brazenydol, he had once had a contract with DARPA to teach a team of physicists the basic terminology of tractor pulls so that they could give an acceptable explanation of omniwavelength stealth to a Congressional committee that didn’t understand tractor pulls, either.

We can get through this place because we’re a team, Shoolan. And we have the Captain. These other people, they didn’t have the Captain.” Leilius sounded so sure. The kid was the most trusting, positive person Shanti had ever known. “Cadet, if you keep talking like that,” Sanders said in a voice that could cut through a monsoon and still reach the intended ear. “People are going to think God scooped out your brains and replaced them with rainbows and horse shit.

THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!

Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.

What is trust? I could give you a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple. Your people should always know where they stand in terms of their performance. They have to know how the business is doing. And sometimes the news is not good—such as imminent layoffs—and any normal person would rather avoid delivering it. But you have to fight the impulse to pad or diminish hard messages or you’ll pay with your team’s confidence and energy.

Every little thing now has to be about maximising your potential, and perfecting yourself, and honing yourself, and getting the best deal out of your life, and out of your body, and out of your precious fucking time. Everything’s a corporate retreat now. Everything has utility. You want to get fucked up and just escape your own existence for once, just check out of your life for a while, like every other human being who has ever lived? No. Even a fucking acid trip has to be a means to an end. It has to be about team-building. It has to be about trust and wellness and creativity. It has to be about your authentic journey towards physical and psychological perfection. It has to be about you asserting the integrity of your choice to do it in the first place. It can’t be a lapse of judgment. There are no lapses of judgment. It can’t be wrong. There are no wrongs. There’s just choice, and choice is neutral, and we’re neutral, and everything is neutral, and everything’s a game, and if you want to win the game then you’re going to have to optimise yourself, and actualise yourself, and utilise yourself, and get the edge, and God forbid that you should have an actual human experience of frailty, or mortality, or limitation, or humanity, or of the fucking onward march of time – those are just distractions, those are obstacles, they’re defects, they’re inconveniences in the face of our curated, bespoke, freely fucking chosen authentic existence, and sure, we can never quite decide if we’re the consumers of our lives or the products of them, but there’s one thing we are damn sure of, which is that nobody on earth has any right to pass any judgment on us, either way. Freedom in the marketplace! It’s the only thing that matters! It’s the only thing that exists!

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

~Here’s to kick-offs, goals, assists, shootouts, livin’ on the road, the smell of wet grass, early mornings, breakaways, crossbar shots, countless hours of practice, Nike cleats, , shin pads, big passes, loud chanting, new equipment, sniping shots, corner kicks, coaches, passion in our numbers, living with your team mates, the girls you trust become your second family, pick up, fights, let downs, miracles. Some people say soccer’s a matter of life or death, but it isn’t, it’s much more then that, and most of all – the best game in the world, our passion, our life, our future, our love, our game .. SOCCER.~

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

I carry an invisible box of jerseys with me that say "Team Ian" on the front. My goal is to convince everyone I meet to become my fan and prove it by putting on my "Team Ian" jersey. If they do, then for at least ten minutes I feel like I've won their approval and love. If I have a run of people who don't put it on, I can fall into a rut I have visited so often I should have it decorated and furnished. For me, life is like one long job interview in which I'm trying to impress everyone I meet enough to hire me. The routine is exhausting, mostly for everyone else. I confessed this nutty practice to my spiritual director. He smiled, put his arm around my shoulder, and said, "I never trust a man without a limp.

Boundaries help you perform your best when you’re on the clock, and they help you recharge effectively when you’re not. They improve your mental and physical health; create a culture of respect and trust; keep morale, motivation, and loyalty high; and prevent good employees (like you) from burning out—because burnout is very, very real even if you’re doing a job you love. When employees are feeling energized, respected, and valued, it has a positive impact on their productivity, creativity, and the results they achieve for the business. Remember that the next time you’re tempted to feel guilty for setting a boundary at work—you’re a true team player because you’re helping to create a workplace culture in which everyone thrives.

If Sophie hadn’t used my magic in her body,” Elodie summed up, “she would’ve been dead like, ten times by now.” Okay, it was only twice, I grumbled inside. Elodie ignored me. “And no,” she said, raising my hand to cut off Jenna’s next question. “I can’t possess anyone else. Trust me, I’ve been trying to get inside Lara Casnoff ever since we got here. Which…sounds really wrong.” I felt my shoulders shrug. “Anyway, you looked like you were about to eat your own lip, and that’s totally gross, so I figured I oughta swoop in and put your mind at ease. Last night, when I was trying my hardest to possess anyone who’s not this freak, I overheard the Casnoffs talking. Apparently, turning a vampire into a demon seems like an awesome idea, so that’s why you’re here. No staking on the agenda.” Usling Elodie as a spy hadn’t even occurred to me. Oh my God, this is perfect! I shouted. Well, mentally shouted. Of course! They can’t see you unless you want them to; you can go anywhere in the school, and- Jeez, not so loud, she interrupted. I’m in your head, so use your inside inside voice. Elodie went to brush my hair out of my eyes, muttering, “God, how does she live like this?” If you promise to stop taking over whenever you feel like it, I promise to get a hot oil treatment, I replied, and she snorted. Jenna folded her arms tightly across her chest. “So, what-you’re like, helping us now?” My eyes rolled. “No, I’m on Team Take Over The World With A Demon Army. Of course I’m helping you. Mostly so that whenever this is over, Sophie can get back to important stuff. Like how to unbind me from her.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.