Quotes About Teamwork

a group of people who individually can do nothing but as a group decide that nothing can be done

Sense people's needs before they ask (initiative). Help each other out (teamwork). Acknowledge people's feelings (empathy). Respect the dignity and privacy of everyone (courtesy). Explain what's happening (communication). In the passing years tens of thousands of patient-satisfaction surveys from a score of research companies have validated these five behaviors as having the highest correlation with overall satisfaction and loyalty.

Leadership is simply the ability of an individual to coalesce the efforts of other individuals toward achieving common goals. It boils down to looking after your people and ensuring that, from top to bottom, everyone feels part of the team.

Good design begins with honesty, asks tough questions, comes from collaboration and from trusting your intuition.

I have weighed all the dogs and have come to the conclusion that we can feed them on each other and keep going for about fifty days, having, in addition to this, dog provisions for about thirty days, we ought to be able to travel with dogs for eighty days, and in that time it seems to me we should have arrived somewhere.

Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team's evolution.

The loudest person is not the best leader.

gently. The rumbling was now distant. This part of the cave seemed to be in no danger of collapse. "Let's get outside," Nate said. "You know, just in case." Jeanine got to her feet, Chris carried Katie, and the group made their way out through the cave mouth. Nate felt relieved to see the blue sky and to breathe air that didn't smell of dust and minerals.

Let's not capsize," Vincent recommended.

Great , Elend thought. I've filled my inner council with a bunch of thrill-seeking masochists. Even worse, I've decided to join them.

It was his ability to trust," she said. "It was the way that he made good people into better people, the way that he inspired them. His crew worked because he had confidence in them - because he respected them. And, in return, they respected each other. Men like Breeze and Clubs became heroes because Kelsier had faith in them.

Being in charge isn't always about telling people what to do. Sometimes, it's about knowing when to step out of the way of people who know what they're doing. - Tam al'Thor

Well, then," he said. "Let's do it." "What?" Vin asked. "Save the world." Elend said. "Stop the ash.

A good crewleader is always sure of himself, even when he isn't. Especially when he isn't.

We lift the bridge together, Teft," Kaladin said. "And we carry it.

We either learn together or we fall individually.

Noal nodded to one of the corridors 'These corridors are narrow. Good choke points. A man could stand there and only have to fight one or two at a time. He'd last maybe a few minutes. ... 'Thom, you're in no shape to fight. Mat, you're the one who's luck can find a way out. Neither of you can stay, but I can.

She hadn't spent as much time with Dockson as she had with Kelsier and Sazed—or even Ham and Breeze. He seemed like a kind man, however. Very stable, and very clever. While most of the others contributed some kind of Allomantic power to the crew, Dockson was valuable because of his simple ability to organize.

It was his ability to trust," she said. "It was the way that he made good people into better people, the way that he inspired them. His crew worked because he had confidence in them—because he respected them. And, in return, they respected each other.

A man can only lead when others accept him as their leader, and he has only as much authority as his subjects give to him.

They all want to be involved, but nobody wants to be responsible

Being in charge isn't about doing anything—it's about making certain that other people do what they're supposed to! Delegation, my friend. Without it, we would have to bake our own bread and dig our own latrines!

Jasnah preferred to work alone, which was odd, considering how good she was at getting people to do what she wanted. Navani liked groups—but of course, Navani wasn't a scholar. Oh, she knew how to pretend. But all she really did was nudge here and there, perhaps provide an idea. Others did all the real engineering.

We asked a thousand leaders to list marble-earning behaviors—what do your team members do that earns your trust? The most common answer: asking for help. When it comes to people who do not habitually ask for help, the leaders we polled explained that they would not delegate important work to them because the leaders did not trust that they would raise their hands and ask for help. Mind. Blown.