Quotes About Team

The Capacity of Your Team Will Determine the Potential Impact of Your Ministry

So what's your team called?" asked Kate, twisting her legs into a pretzel-like configuration, "We're called the Winmates because we're inmates who win." Kate looked back and forth at Reynie and Constance, searching their expression for signs of delight. "You gave yourselves a name?" asked Constance. Now it was Kate's turn to be baffled. "You didn't? How can you have a team without a name?

I don't mean to attack you, child," Mr. Benedict said gently. "Let us strike a bargain. If you join the team, this shall be our understanding: You will follow my instructions, but only because you have agreed to do so, not because I told you to. No one is making you do anything. It is all of your own free will." "Fine," said Constance at last.

And I have the support of the writers: I have a great relationship with the creative team, and they have a good hold of my character and my personality, and they come up with some great stuff, and I'm forever trying to change it up, keep it fresh.

At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. While this can be a little threatening and uncomfortable at first, ultimately it becomes liberating for people who are tired of spending time and energy overthinking their actions and managing interpersonal politics at work.

A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.

To achieve results. This is the only true measure of a team P.42

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.

A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.

When it comes to establishing a norm for a team, a measure of judgment is required of a leader. While there is no doubt that the person in charge must set the tone based on a personal belief about what will lead to the best results for the organization, the leader also needs to take into account the capabilities and attitudes of the staff members. This is something of a balancing act.

Team Effectiveness Exercise. This exercise requires team members to identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team.

It's important not to misread my advice as permission to tolerate people who don't fit. Too often, leaders know that an employee really doesn't belong and would be better elsewhere, and they fail to act because they lack courage.

The fact remains that team, because they are made up of imperfect human beings, are inherently dysfuctional.

KEY POINTS—FOCUSING ON RESULTS • The true measure of a great team is that it accomplishes the results it sets out to achieve. • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs. • To stay focused, teams must publicly clarify their desired results and keep them visible.

commitment is not consensus. Waiting for everyone on a team to agree intellectually on a decision is a good recipe for mediocrity, delay, and frustration, which is why it amazes me that so many of the teams I work with still seem determined to achieve consensus.

I see a trust problem here in the lack of debate that exists at staff meetings and other interactions among this team.

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.

Another challenge in making strategic meetings work is the failure to do research and preparation ahead of time. The quality of a strategic discussion, and the decision that results from it, are improved greatly by a little preliminary work. This eliminates the all-too-common reliance on anecdotal decision making. The key to ensuring that preparation occurs is to let team members know as far in advance as possible what issues will be discussed during the Monthly or Ad Hoc Strategic.

Adrenaline addiction The unwillingness or inability of busy people to slow down and review, reflect, assess, and discuss their business and their team. An adrenaline addiction is marked by anxiety among people who always have a need to keep moving, keep spinning, even in the midst of obvious confusion and declining productivity

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.

The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of human beings to give one another critical feedback.

Like a good marriage, trust on a team is never complete; it must be maintained over time

If we hate meetings, can we be making good decisions and successfully leading our organizations? I don't think so. There is simply no substitute for a good meeting—a dynamic, passionate, and focused engagement—when it comes to extracting the collective wisdom of a team. The hard truth is, bad meetings almost always lead to bad decisions, which is the best recipe for mediocrity.

Every good organization specifies what it plans to achieve in a given period, and these goals, more than the financial metrics that they drive, make up the majority of near-term, controllable results. So, while profit may be the ultimate measure of results for a corporation, the goals and objectives that executives set for themselves along the way constitute a more representative example of the results it strives for as a team. Ultimately, these goals drive profit.