Quotes About Team

First Who … Then What. We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats—and then they figured out where to drive it.

In a good-to-great transformation, people are not your most important asset. The right people are.

If you have the wrong people, it doesn't matter whether you discover the right direction; you still won't have a great company. Great vision without great people is irrelevant.

the single most important skill for building a great company is making superb people decisions. Without the right people, you simply cannot build a great company, period.

No company can grow revenues consistently faster than its ability to get enough of the right people to implement that growth and still become a great company.

The key point of this chapter is not just the idea of getting the right people on the team. The key point is that "who" questions come before "what" decisions—before vision, before strategy, before organization structure, before tactics. First who, then what—as a rigorous discipline, consistently applied.

A company should limit its growth based on its ability to attract enough of the right people.) 2.

First Who . . . Then What. We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats—and then they figured out where to drive it. The old adage "People are your most important asset" turns out to be wrong. People are not your most important asset. The right people are.

It's a different mind-set going into the off-season as a starter. The uncertainty from the team is gone, and your confidence grows.

There's so much uncertainty within certain players and the organization.

It's college basketball and there's a certain amount of uncertainty. As an assistant coach, you do the best job you can to win.

When you come to a new team there's always uncertainty about how they're going to respond.

I come from a family where soccer has always been very present. My uncles, my father and my brother were all players.

I am looking for projects that challenge me, make me uncomfortable, and also projects that are in the hands of the right team. Then it's up to me to take a leap of faith.

At home is where you have to be stronger and get more points and make the other team feel uncomfortable.

When you've got a team who are making a concerted effort to make a batsman feel uncomfortable it can look pretty ordinary.

I get along well with my medical team and I have a tremendous amount of respect for them. But the idea of discussing my finances during a doctor's appointment makes me uncomfortable.

I focus on the team and I block out all the outside media stuff, because it's so irrelevant and uncontrollable.

The 1973 team is real special. I had never coached against Bear Bryant. Alabama had never played Notre Dame. It was North against South; the Catholics against the Baptists; both teams were undefeated, and everything was on the line.

I have loved cricket my whole life, from playing in the garden as a child, and will never underestimate how special it is to pull on an England shirt.

One thing that founders always underestimate is how hard it is to recruit.

You cannot underestimate any team that has qualified for a semi-final.

Well, to be honest, technically speaking there are more demanding circuits than the A1-Ring. But, overall, it does pose its challenges - both for the car and for the team. This circuit should not be underestimated!

It's a privilege and an honor to play for the national team, but I think that the training that I was in at Frankfurt was the highest level right underneath.