Quotes About Teamwork

Steve said, You have a squad, but it's small and not everyone in your squad is going to agree or do the same thing.

Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.

what do your team members do that earns your trust? The most common answer: asking for help.

They were with me in the arena, fighting for me and with me.

We get stuck and defined by setbacks, disappointments, and failures, so instead of spending resources on clean-up to ensure that consumers, stakeholders, or internal processes are made whole, we are spending too much time and energy reassuring team members who are questioning their contribution and value.

The Heart of Daring Leadership 1. You can't get to courage without rumbling with vulnerability. Embrace the suck. 2. Self-awareness and self-love matter. Who we are is how we lead. 3. Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.

When something goes wrong, individuals and teams are rushing into ineffective or unsustainable solutions rather than staying with problem identification and solving. When we fix the wrong thing for the wrong reason, the same problems continue to surface. It's costly and demoralizing.

Daring leaders must care for and be connected to the people they lead. The data made clear that care and connection are irreducible requirements for wholehearted, productive relationships between leaders and team members.

The level of collective courage in an organization is the absolute best predictor of that organization's ability to be successful

we don't derive strength from our rugged individualism, but rather from our collective ability to plan, communicate, and work together.

Take good care" has to do with how we take care of ourselves and each other: I treat my colleagues with respect and compassion by responding when appropriate in a timely and professional manner. I practice gratitude with my team and colleagues. I am mindful of other people's time.

It takes two minutes to say "I know this is due at five o'clock, and the executive summary looks pitch perfect. The tables need some serious work, though. What does support look like?

We identified four key learnings during our rumble. First, as a leadership team, we need a shared understanding of all the moving pieces so no single person is the connective tissue.

Also, don't forget one of our favorite rumble tools: the time-out. When rumbles become unproductive, call a time-out. Give everyone ten minutes to walk around outside or catch their breath. In

as members of a social species, we don't derive strength from our rugged individualism, but rather from our collective ability to plan, communicate, and work together.

How would education be different if students, teachers, and parents sat on the same side of the table? How would engagement change if leaders sat down next to folks and said, "Thank you for your contributions. Here's how you're making a difference. This issue is getting in the way of your growth, and I think we can tackle it together.

How and why am I only hearing about what feels like a character issue after I lost the promotion? I use this as an example because it happens every day. We're so afraid to talk about trust that our team members don't even know it's an issue until there are irreversible consequences. It's totally demoralizing.

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.

Time pressure may drive people to get more done, but it causes them to think less creatively." This same effect can be seen in teams.

Ed Catmull says, "Toy Story 2 was the defining moment for our studio.… People and how they work together is more important than ideas. They [other companies] could copy our technology but they couldn't copy our team.

Whether you come in first or last, you're still my horse!

The pressure to get Toy Story 2 successfully made was not the high pressure of a single moment, like giving a speech or competing in a musical competition or sporting event. It was an intense, long-lasting pressure that wore people down. And it came immediately following the three-year grind of making of A Bug's Life, which was ten times as complex as the original Toy Story.

Our colleagues don't sound happy," Björk said with concern. "It's never popular to bring in someone from your own force. It's going to be a dismal winter because of this.

It's always better to have four eyes look at something than two." "I'm not so sure about that," said Wallander