Quotes About Collaboration

Trust is not the same as assuming everyone is on the same page as you & that they don't need to be pushed. Trust is knowing that when a team member does push you, they're doing it because they care about the team.

Team Rewards By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability. This occurs because a team is unlikely to stand by quietly and fail because a peer is not pulling his or her weight.

First, we go figure out how to recognize a real team player, the kind of person who can easily build trust, engage in healthy conflict, make real commitments, hold people accountable, and focus on the team's results. Then, we stop hiring people who can't. Finally, we help the people who are acting like jackasses change their ways or move on to different companies.

You see, I don't understand why everyone thinks sports is the only way to learn about teamwork. I never played sports much, even as a kid. But I was in a band in high school and college, and I think I figured out the team thing from that.

The point here is that most reasonable people don't have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.

It's the lack of conflict that's a problem. Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then it's a bad thing. I'd trade that false kind of harmony any day for a team's willingness to argue effectively about an issue and then walk away with no collateral damage.

You have tension. But there is almost no constructive conflict. Passive, sarcastic comments are not the kind of conflict I'm talking about.

they need to weigh in before they can really buy in.

Regardless of what position people originally took, once the decision is made, everyone supports it. That's why it is critical that no one hold anything back during the discussion.

Kathryn paused for effect before delivering her next line. "Let me assure you that from now on, every staff meeting we have will be loaded with conflict. And they won't be boring. And if there is nothing worth debating, then we won't have a meeting.

Within companies that effectively over-communicate, employees at all levels and in all departments understand what the organization is about and how they contribute to its success. They don't spend time speculating on what executives are really thinking, and they don't look for hidden messages among the information they receive.

Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another.

conflict is productive

When team members do not openly debate and disagree about important ideas, they often turn to back channel personal attacks, which are far nastier and more harmful than any heated argument over issues

We have more money, better technology, and more talented and experienced executives than our competitors, and yet we are behind. What we lack is teamwork, and I can promise you all that I have no greater priority as CEO than making you, I mean, us, more effective as a group.

Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

All great relationships, the ones that last over time, require productive conflict in order to grow. This is true in marriage, parenthood, friendship, and certainly business.

teamwork ultimately comes down to practicing a small set of principles over a long period of time

of the team members. Kathryn continued, "I want all of you challenging each other about what you are doing, how you are spending your time, whether you are making enough progress.

No, trust is not the same as assuming everyone is on the same page as you, and that they don't need to be pushed. Trust is knowing that when a team member does push you, they're doing it because they care about the team.

Good leaders drive commitment among the team by first extracting every possible idea, opinion, and perspective from the team. Then, comfortable that nothing has been left off the table, they must have the courage and wisdom to step up and make a decision, one that is sure to run counter to at least one of the team members, and usually more.

Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then it's a bad thing.

Yeah, in my last company we called it 'disagree and commit.' You can argue about something and disagree, but still commit to it as though everyone originally bought into the decision completely.

But I can assure you that we're going to find the right person. That means everyone here will be interviewing candidates and pushing to find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.