Quotes About Teamwork

All I learned in Barcelona was about being surrounded by stars, by the best in the world.

When I was on the Ryder Cup team and I surrounded myself with the other 11 guys and our captains, being in that locker room, it gave me an extra sense of confidence.

I've always believed the better the players I'm surrounded by, the better I am. I've never tried to think of myself as anything different. I know who I am as a basketball player and I'm never going to try to pretend that I'm more or less, but definitely not more.

I don't believe many teams can do it just with one really, really good player. You have to be surrounded with a good cast.

I've been lucky to be surrounded by some good hockey minds.

I always want to be surrounded by likeminded people. I cannot work with grumpy people.

At Manchester, and at Dortmund before that, I'm surrounded by great players who make it easy for me to play.

At Carolina, I was surrounded by great players, and we felt like we were one of the more talented teams in the country. My job was to score. In the NBA, it's different.

I feel like my strength is surrounding myself with people who have an ear for things, and then they play it for me. I'm always looking; my ear is always open.

You want to go to where there's competition, with guys surrounding you every day.

I realized what you could do in motion pictures by surrounding yourself with geniuses.

I'm surrounding myself with people who want to do what I want to do, which is be a football player.

I try not to pay too much attention to the surroundings when you've got plays to worry about. It doesn't really matter. All we need is the grass and a couple of lines. We'll make it work and execute no matter what. At the end of the day, that's football.

That's a sign of a good football team, where we can adjust and adapt to our surroundings.

Jocelyn Bell joined the project as a graduate student in 1965, helping as a member of the construction team and then analysing the paper charts of the sky survey.

I'm pretty sure that every player who's ever played for me doesn't hate me. Now, we'd have to do a survey, but I've coached a lot of guys, and I'm pretty sure there's one or two that don't hate me. I don't know that any liked me. But I'm pretty sure there's one or two who don't hate me.

The 600 is survival. It's NASCAR's longest race.

I always read about these stories of entrepreneurs - it's like they're in the desert with no water, and they're the ones that survive. But I've been really fortunate to have people on my team who are optimistic about the future and who know that if you work through hard times that there's usually something good at the end.

Surviving the elements is working, but being on set and having to do a scene and being in a room with the same people who you actually enjoy and respect, your day project was easy.

My proudest moment was the number 'Reviewing the Situation.' I suspect that, because I gave my all to the role and because I was working with such a fine team of people, it inhibited my future career.

Just tasking a team to be creative won't get you to be innovative. It's having a corporate climate that gives people the space to experiment and take risks. Only then can you truly sustain it.

Clearly, there comes a point where you have to demand from your front guys; goals is what sustain attackers.

A good coach will come in ra, ra, ra and rejig the whole set-up. That might work for a year or 18 months but isn't sustainable. A great coach has the ability to get the best out of his players without the ra, ra, ra stuff.

I want to build a sustainable winning culture, in every facet.