Quotes About Team

My No. 1 priority, and it always has been this, is keeping our team together and making sure we have the right guys in the right positions to make a run at this for a long time.

The biggest lesson has been the importance of constantly repeating the mission. It means bringing the team together every week to talk about all of our projects, progress, and vision.

It's hard to win in the NFL. You have to maintain a very delicate balance putting together the right team to be able to win and have any amount of success.

Nothing improves your confidence and brings a team together more than winning a cup.

Together with a team of financial and legal experts I have spent months exploring all possible alternatives to bankruptcy but to no avail.

We might have the worst bunch of guys together we've ever seen as a football team. I don't know what anybody else has, but I'd trade mine with anybody, sight unseen.

with a cluster of other servants.

Reorganizations that ignore Conway's law, team cognitive load, and related dynamics risk acting like open heart surgery performed by a child: highly destructive.

We like to think that Team Topologies is another piece of this puzzle—in particular, having clear and fluid team structures, responsibilities, and interaction modes.

Mouth guard. And I think we'll start you in goal. Goal sounded like a special job. I didn't want a special job, unless that special job involved sitting on the side under a pile of blankets.

We didn't just love each other and make each other laugh and share the same basic values—there was symmetry there, the way we complemented each other. We could have each other's back, guard each other's blind spots. We could be a team. Of course, that was another way of saying we were very different, in experience and in temperament.

and while there were risks promoting what many considered a utopian quest, I told my team that in some ways that was the point; even modest progress on the issue required a bold and overarching vision.

Just as layoffs were making a mockery of the team concept, employees were urged to find camaraderie and a sense of collective purpose at the microlevel of the team. And the less teamlike the overall organization became with the threat of continuous downsizing, the more management insisted on individual devotion to these largely fictional units.

Like a mule team in harness.

the very problem created the opportunity to build a deep relationship that empowered us to work together as a strong complementary team.

Manage from the left; lead from the right.

Managers who apologize for any and all changes the team must accommodate are sowing the seeds of low morale and discouragement. Every time they introduce a new policy, product, system, rule, or project, they apologize for it. They imply that change is harmful to the well-being of the team and that change is something we would hope someday to not have to suffer so much of.

Change will not be apologized for. Why apologize for something that will improve the strength of the organization? Every change is made (every last one of them) for the sole purpose of strengthening the ultimate viability of the organization. That's why you advocate the change. That's why you sell it to your team.

The Twitter team took the exact opposite approach. They built the API first, and exposed all the data that was crucial to the service, and then they built Twitter.com on top of the API.

I'm competitive. I'd love another chance to be part of a Stanley Cup championship team. That'd be awesome.

I feel like I'm going to be with the Cowboys the rest of my career, definitely. I love it.

I still love doing that. There's nothing like being able to go back and play volleyball again with a team cause, I can have my volleyball in my New York apartment but we can't do so much there.

I love winning and any team I'm on, I expect to win.

Learn the basics of analytics and people will love you. If you don't have time to learn, hire someone.