Quotes About Team

I went out almost every night with the guys on the team between 1975 and 1981. We were winning in those years. It was fun.

I base a lot off the team's success, and when the team's not playing well, you're getting your head beat in pretty much every night, it's tough to try and enjoy what you're doing.

I'd like to play in every game, like everybody else.

hospice care would be assigned to them and while they would see that nurse most frequently, hospice care entailed a team—very much like our palliative care team, which they had come to know—with a physician, chaplain, social worker, and even volunteer visitors.

When we lead by persuasion rather than command, patience is essential. Leaders rightly cultivate the art of persuasion that allows maximum individual decision making and ownership of a plan. Often, a leader's plan of action must wait for collegial support—ever patient—until the team is ready.

The employer generally gets the employees he deserves.

we got beat to shit tonite. beat to shit. i know tosh is hurt worse than shes letting on, and james must be banged up a treat. owen too, but hes playing it all macho.

A forfeit occurs when a game is prematurely ended by the umpire-in-chief due to a team's serious violation of the rules. He will declare the game ended with an automatic score of 9 to 0.

When a suspended game resumes, players who have just joined the team may enter the game. This means, theoretically, if a player is traded between the two teams before the rescheduled date, he could conceivably play on both sides in the same game.

A manager may move a pitcher to a different playing position and later that inning move him back to pitch again. If he does, he cannot move him again during that same inning.

Apple CEO Steve Jobs used to talk about a phenomenon called a "bozo explosion," by which a company's mediocre early hires rise up through the ranks and end up running departments. The bozos now must hire other people, and of course they prefer to hire bozos.

As a team, you need to come from behind every once in awhile just to do it. Good for the attitude. It makes it exciting. And when everybody knows you have to throw it... that makes it fun too.

The rules of Qannabbi are simple and elegant. Each team has five players. There's two Trimmers, one Grinder, one Rollpacker, and one Toker. The goal is for the team to clean, prepare and consume their marijuana as quickly and efficiently as possible.

The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.

Keenly attend to team composition and dynamics. • Define, reinforce, and relentlessly protect the team's creative autonomy. • Make it safe to fail and to give feedback. • Celebrate hugely when the group takes initiative.

group's performance by 30 to 40 percent. The drop-off is consistent whether he plays the Jerk, the Slacker, or the Downer.

A key rule of BrainTrusts is that the team is not allowed to suggest solutions, only to highlight problems. This rule maintains the project leaders' ownership of the task, and helps prevent them from assuming a passive, order-taking role.

The moment you're part of a group, the amygdala tunes in to who's in that group and starts intensely tracking them. Because these people are valuable to you. They were strangers before, but they're on your team now, and that changes the whole dynamic. It's such a powerful switch—it's a big top-down change, a total reconfiguration of the entire motivational and decision-making system.

One of the best methods for handling negative news is that of Joe Maddon, the coach of the Chicago Cubs and avowed oenophile. In his office, Maddon keeps a glass bowl filled with slips of paper, each inscribed with the name of an expensive wine. When a player violates a team rule, Maddon asks them to draw a slip of paper out of the bowl, purchase that wine, and uncork it with their manager. In other words, Maddon links the act of discipline to the act of reconnection.

A pro baseball coach began a season-opening speech to his players by saying, "I was so nervous about talking to you today," and the players responded by smiling sympathetically—they were nervous

autonomy over four aspects of work: what people do, when they do it, how they do it, and whom they do it with. As Atlassian's experience shows, Type I behavior emerges when people have autonomy over the four T's: their task, their time, their technique, and their team.

a "grouplet"—a small, self-organized team that has almost no budget and even less authority, but that tries to change something within the company.

Each team member takes thirty seconds to report on their progress.

As Haidt writes in The Righteous Mind, the moral foundation of loyalty helps groups cement bonds and form coalitions. It shows "who is a team player and who is a traitor, particularly when your team is fighting with other teams.