Quotes About Communication

More than anything else, cohesive teams are efficient. They arrive at decisions more quickly and with greater buy-in than non-cohesive teams do.

Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate.

I don't know how else to say this, but building a team is hard.

I often like to talk with candidates in a room with multiple team members. This allows us to debrief more effectively (e.g., "What did you think he meant when he said . . . ?"). This also gives you a sense of how the candidate deals with multiple people at once, which is a critical skill on a team. Some people are much different one-on-one than they are in a group, and you need to know that.

cohesive teams fight. But they fight about issues, not personalities. Most important, when they are done fighting, they have an amazing capacity to move on to the next issue, with no residual feelings.

Someone once told me that the best way to know if you should hire a person is to go on a cross-country business trip with him. See how he handles himself in stressful, interactive situations and over long periods of time. While that isn't necessarily practical, I do believe that interviews should incorporate interaction with diverse groups of people in everyday situations and that they should be longer than forty-five minutes.

What is most important is that team members get comfortable letting their colleagues see them for who they are. No pretension. No positioning.

Once a leadership team has become cohesive and worked to establish clarity and alignment around the answers to the six critical questions, then, and only then, can they effectively move on to the next step: communicating those answers. Or better yet, overcommunicating those answers—over and over and over and over and over and over and over again.

I have found that it is remarkably helpful for members of a leadership team to spend time talking about their backgrounds. People who understand one another's personal philosophies, family histories, educational experiences, hobbies, and interests are far more likely to work well together than those who do not.

the only thing that really matters is this: are they holding back their opinions? Members of great teams do not.

Every company has interesting, difficult issues to wrestle with, and a lack of interest during meetings is a pretty good indication that the team may be avoiding issues because they are uncomfortable with one another. Remember, there is no excuse for having continually boring meetings.

Members of cohesive teams know one another's strengths and weaknesses and don't hesitate to point them out. They also know something about one another's backgrounds, which helps them to understand why members think and act the way they do.

Talking about a colleague who is not present is not gossip. Gossip requires the intent to hurt someone, and it is almost always accompanied by an unwillingness to confront a person directly with the information being discussed.

For cohesive teams, meetings are compelling and vital. They are forums for asking difficult questions, challenging one another's ideas, and ultimately arriving at decisions that everyone agrees to support and adhere to, in the best interests of the company.

ALWAYS CONSULT INSTEAD OF SELL

Help people realize that when they fail to provide peers with constructive feedback they are letting them down personally. By holding back, we are hurting not only the team, but also our teammates themselves.

What's critical is that team members know that the areas that were identified will not go away, and that they will have to answer for their progress in the not-too-distant future.

When it comes to teams, trust is all about vulnerability. Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses, even fears.

In order to be the kind of leader who demonstrates genuine interest in employees and who can help people discover the relevance of their work, a person must have a level of personal confidence and emotional vulnerability.

I don't discuss 'issues' with anyone. And it's a vile, infantile word, you'd be wise to eliminate it from your slim vocabulary.

I'll be in therapy for the rest of my life – as long as I can afford it. I can't think of anyone who wouldn't benefit. Being able to talk to a stranger and tell them everything is of enormous value – creatively and emotionally.

Our conversations were like sex, our sex like conversation.

Dear God but I despair of these women who abandon their filters in age and just say whatever comes into their heads.

Stella mi disse di aver capito in quel momento che in ciascuno di noi c'è come l'anelito a gridare al mondo la verità, a qualsiasi costo. O a distruggersi.