Quotes About Collaboration

Teamwork remains the one sustainable competitive advantage that has been largely untapped.

Great teams do not hold back with one another," she said. "They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. As a result, they get more done in less time and with less cost.

The ultimate test of a great team is results.

BE COHESIVE. BE CLEAR. OVER-COMMUNICATE. REINFORCE.

humility is the single greatest and most indispensable attribute of being a team player.

his job is to create the best team possible, not to shepherd the careers of individual

I'm not saying we need to be spending more time in meetings, necessarily. But we definitely need to be having more than one type of meeting.

More than anything else, cohesive teams are efficient. They arrive at decisions more quickly and with greater buy-in than non-cohesive teams do.

One of the best ways to recognize a cohesive team is the nature of its meetings. Passionate. Intense. Exhausting. Never boring.

Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate.

I don't know how else to say this, but building a team is hard.

I often like to talk with candidates in a room with multiple team members. This allows us to debrief more effectively (e.g., "What did you think he meant when he said . . . ?"). This also gives you a sense of how the candidate deals with multiple people at once, which is a critical skill on a team. Some people are much different one-on-one than they are in a group, and you need to know that.

cohesive teams fight. But they fight about issues, not personalities. Most important, when they are done fighting, they have an amazing capacity to move on to the next issue, with no residual feelings.

I have found that it is remarkably helpful for members of a leadership team to spend time talking about their backgrounds. People who understand one another's personal philosophies, family histories, educational experiences, hobbies, and interests are far more likely to work well together than those who do not.

the only thing that really matters is this: are they holding back their opinions? Members of great teams do not.

Every company has interesting, difficult issues to wrestle with, and a lack of interest during meetings is a pretty good indication that the team may be avoiding issues because they are uncomfortable with one another. Remember, there is no excuse for having continually boring meetings.

Members of cohesive teams know one another's strengths and weaknesses and don't hesitate to point them out. They also know something about one another's backgrounds, which helps them to understand why members think and act the way they do.

For cohesive teams, meetings are compelling and vital. They are forums for asking difficult questions, challenging one another's ideas, and ultimately arriving at decisions that everyone agrees to support and adhere to, in the best interests of the company.

ALWAYS CONSULT INSTEAD OF SELL

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player. Humility is the single greatest and most indispensable attribute of being a team player.

Help people realize that when they fail to provide peers with constructive feedback they are letting them down personally. By holding back, we are hurting not only the team, but also our teammates themselves.

Fear-based cultures foster short-term thinking: you become defensive, seek to avoid confrontation or reprisal and focus on eliminating any threats instead of working together to deliver shared targets and outcomes.

Women] tend to see the workplace as a network of connections where friendships are established as people cooperate to produce work. Nothing is wrong with that viewpoint until you realize that, by and large, the work world was created by men—males who tend to see the workplace as a field for competition