Quotes About Collaboration

The best ideas come from collisions between newer and older ideas.

In every business, I've loved meeting my competitors. The reality is there's no such thing as competition. The world is big enough for two people in the same space.

idea generation, of the good kind, the kind that helps you AND OTHERS, which is the type you will exercise in this book, is worth ten times that, or more.

The absolute best, surefire way to make a good living is to help someone else make a good living.

I call this permission networking. My network is not the list of how many people I know. The strength of my network is how well everyone on the list of people I know, knows each other. Most people don't know this important principle.

So I say, "Yes, and…" then elaborate on what is good about her idea and how I think it can be made even better and why.

Ask them a question like, 'Do you want this project to fail?' or 'Is this situation not going to work out for either side?'" They don't want to fail, so they will say "no." Now you can start to find common ground.

Leadership doesn't ask the question "How good can I get? How far can I get?" Leadership asks the question "How far can the people around me get?

The connection between authors, printers, and booksellers must be kept up.

You can accomplish anything in life, provided that you do not mind who gets the credit. —

Second, if you have the right people on the bus, the problem of how to motivate and manage people largely goes away.

if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.

Consensus does not equal unanimity! Too many managers have interpreted consensus to mean 100% unanimity. Not every person must agree with the decision for there to be consensus; there only needs to be general agreement. General agreement is significantly higher than a 51% majority, but usually falls short of 100% unanimity. It is something that is sensed, rather than quantified. Once a consensus is reached, those who disagreed during the process must agree or get off the ship.

In general, the most effective leaders tend to make extensive use of participative decision making. The best decisions are made with some degree of participation—no one is brilliant or experienced enough to have all the answers. No one.

Shared vision is the crucial link in making decentralization work.

Overcome lack of centralized control with increased communication and informal coordination. People need to know what other decentralized sub-units are doing so that they can act in concert with them.

In another, drawn directly from his own comments on leading change, the word I appears forty-four times ("I could lead the charge"; "I wrote the twelve objectives"; "I presented and explained the objectives"), whereas the word we appears just sixteen times.

Twenty percent of our success is the new technology that we embrace ... [but] eighty percent of our success is in the culture of our company."24 Indeed

Encourage disagreement during the process.

As the Chinese philosopher Lao-tzu pointed out 2,500 years ago, "True leaders inspire people to do great things and, when the work is done, their people proudly say, 'We did this ourselves.

that if] you created the right type of corporate community, the right type of autonomous congregation, genius would flower.

Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated. Waiting

Indeed, one of the crucial elements in taking a company from good to great is somewhat paradoxical. You need executives, on the one hand, who argue and debate—sometimes violently—in pursuit of the best answers, yet, on the other hand, who unify fully behind a decision, regardless of parochial interests.

Is it not true that men of good faith put aside what divides them in order to emphasize what brings them together?