Quotes About Team

The important thing is to get the right players on the team so Mike can be successful.

The arrival of Beckham at Milan is not just a matter of marketing.

Playing in Milan is never easy because the San Siro always commands great performances.

Milan are always a team to be respected.

I chose Milan for many reasons. It is a great club and the team is made of an historic group of players.

I grew up watching the great Milan teams with the Dutch players.

I guess when you get paid over 100 million dollars by one team, it's kind of easy to point the finger at other guys and try to hate on them for trying to get another contract.

My choice was either Chicago or Milwaukee. Milwaukee is going with a young team and Chicago is in need of a big guy, so that's it.

When you change team, and you have the right mindset and a coach who respects you, everything becomes easier.

You try and do the best you can whenever you are out there. It's just an individual mindset that when I do get the opportunity then do what I do to help the team.

Open all the debates that you want, but I think that the players that I select, and in whom I have total confidence, deserve a minimum amount of respect.

No player has a right to be in the team, but the minimum you expect is basic respect.

Interestingly enough, on every team there's usually a minimum of two and a maximum of seven knuckleheads on a roster.

I had ministers who were just outstandingly good.

Not that the crew of the Toiletship itself were above a practical joke now and then.

The Pirates lost their game, 8–2. Ryan Graves looked like any other pitcher, intense, a small player in a big world, Orestes, all of them. Now,

Lousy players, poor leverage. Said another way, business success is highly dependent on who you hire and who you don't fire.

The players on your team are responsible for the vast majority of your leverage and ultimate success. Lousy players, poor leverage. Said another way, business success is highly dependent on who you hire and who you don't fire.

The constraint has shifted out of software development. Here's a sad but repeated story: a development team begins applying XP, dramatically improves quality and productivity, but then is disbanded, its leaders fired and the rest of the team scattered.

Change is not necessarily slow. A team eager or desperate for improvement can progress quickly. It doesn't need to wait long to assimilate one change before moving on to the next practice. If you change too fast, though, you risk slipping back into old practices and values. When this happens, take time to regroup. Remind yourself of the values you want to hold. Review your practices and remind yourself why you chose them. New habits take time to solidify.

A team using the information provided by pay-per-use should be able to do a more effective job than a team relying for feedback only on license revenues.

To achieve this his team had a sophisticated stress testing environment. When they wanted to improve the architecture they would first improve the stress tests until the system broke. Then they would improve the architecture just enough to run the tests. I suggested this strategy to an architect at another company. He complained of spending all of his time writing specifications and then explaining them to developers.

Simplicity only makes sense in context. If I'm writing a parser with a team that understands parser generators, then using a parser generator is simple. If the team doesn't know anything about parsing and the language is simple, a recursive descent parser is simpler.

Servant leadership is passionate service to the mission and to those who join the leader on that mission.