Quotes About Teamwork

Now it was just the three of us: the leader, the warrior, and the kid about to wet his pants. Guess who I was.

There were eleven of us. Each more different than the next. All with the same mindset. Things weren't the way they were meant to be. It was our job to make things right. We were the soldiers of Halla. It was time for us to take it back.

Will you help me again, girls? asked Cheryl... Rachel and Kirsty didn't hesitate. There was only one answer they could give. Yes! they said together.

Francesca the Football Fairy

If you want enemies, excel your friends; but if you want friends, let your friends excel you.

This man declared that during all that time he had never heard Owen D. Young give a direct order to anyone. He always gave suggestions, not orders. Owen D. Young never said, for example, "Do this or do that," or "Don't do this or don't do that." He would say, "You might consider this," or "Do you think that would work?" Frequently he would say, after he had dictated a letter, "What do you think of this?

Ask questions instead of giving direct orders.

Dale Carnegie said it very well: "No matter what your line of work, even if it's in one of the technical professions, your degree of success depends on your ability to interact effectively with other people.

I see great things in baseball.

But the main lesson to draw from the birth of computers is that innovation is usually a group effort, involving collaboration between visionaries and engineers, and that creativity comes from drawing on many sources. Only in storybooks do inventions come like a thunderbolt, or a lightbulb popping out of the head of a lone individual in a basement or garret or garage.

There would be times when we'd rack our brains on a user interface problem, and think we'd considered every option, and he would go, Did you think of this? said Fadell. And then we'd all go, Holy Shit. He'd redefine the problem or approach, and our little problem would go away.

When the sales guys run the company, the product guys don't matter so much, and a lot of them just turn off.

Polite and velvety leaders, who take care to avoid bruising others, are generally not as effective at forcing change. Dozens of the colleagues whom Jobs most abused ended their litany of horror stories by saying that he got them to do things they never dreamed possible. And he created a corporation crammed with A players.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

The tale of their teamwork is important because we don't often focus on how central that skill is to innovation.

Mauchly and Eckert should be at the top of the list of people who deserve credit for inventing the computer, not because the ideas were all their own but because they had the ability to draw ideas from multiple sources, add their own innovations, execute their vision by building a competent team, and have the most influence on the course of subsequent developments. The machine they built was the first general-purpose electronic computer.

Bell Labs showed how sustained innovation could occur when people with a variety of talents were brought together

In other words, the future might belong to people who can best partner and collaborate with computers.

The most successful endeavors in the digital age were those run by leaders who fostered collaboration while also providing a clear vision. Too often these are seen as conflicting traits: a leader is either very inclusive or a passionate visionary. But the best leaders could be both. Robert

When I hear that kind of thing," he responded, "it reminds me of what the beaver told the rabbit as they stood at the base of Hoover Dam: 'No, I didn't build it myself, but it's based on an idea of mine.

Wozniak began to rankle at Jobs's style. "Steve was too tough on people. I wanted our company to feel like a family where we all had fun and shared whatever we made.

their ability to work as teams made them even more creative.

I've learned over the years that when you have really good people you don't have to baby them," Jobs later explained. "By expecting them to do great things, you can get them to do great things.

My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary.