Quotes & Sayings About Being A Team Leader

It's very important to take risks. I think that research is very important, but in the end you have to work from your instinct and feeling and take those risks and be fearless. When I hear a company is being run by a team, my heart sinks, because you need to have that leader with a vision and heart that can move things forward. — Anna Wintour

And she [Eleanor Roosevelt]loves being a star. And she loves being a teacher and a leader and a mentor and a big friend. Also, she's tall. She's one of the tallest girls in the school. And she's an athlete. And she writes many years later, at the end of her life, she writes that the happiest day, the happiest single day of her life was the day that she made the first team at field hockey. And I have to say, as a biographer, that's the most important fact. I — Blanche Wiesen Cook

Being a leader requires being confident enough in your own decisions and those of your team to own them when they fail. The very best leaders take the blame but share the credit. — Travis Bradberry

Being a team player will help you climb the ladder of success. Furthermore, a successful team player can rise to the level of team leader in the future. — Vishwas Chavan

And you managed to pick up on all that while being hung upside down by a fellow agent, getting yourself beat to shit by your new Team Leader and tormenting your baby brother in the showers?"
"Yes. I would have had more, but you know, I was momentarily distracted by all the soapy six-packs. — Charlie Cochet

The hardest thing about being a leader is demonstrating or showing vulnerability ... When the leader demonstrates vulnerability and sensibility and brings people together, the team wins. — Howard Schultz

I'm a very happy, content member of David Cameron's team. I fought very hard to get my friend elected as leader of the Conservative party, then elected as the prime minister of this country, and I'm very happy being part of that team that is bringing change to this country. — George Osborne

Cultural listening is the skill of being able to see beyond the symptom to the underlying dynamic. It's an extremely powerful tool to develop as a leader, whether you're the CEO, a team leader, or a solopreneur just starting out. — Jonathan Raymond

The merger of globalization and the I.T. revolution means new products are being phased in and out so fast that companies cannot afford to wait until the end of the year to figure out whether a team leader is doing a good job. — Thomas Friedman

Ironically, for peer-to-peer accountability to become a part of a team's culture, it has to be modeled by the leader. That's right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call "enter the danger" whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren't going to do it themselves. — Patrick Lencioni

As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take that step themselves. In fact, it probably wouldn't be advisable for them to do so because there is a good chance that their vulnerability would be neither encouraged nor rewarded. — Patrick Lencioni

See others' slights or outright insults as opportunities to show equanimity, spurring observers to do the same, unified with you around a best side of us. Opportunity Makers demonstrate that being a strong team player is as important as being the leader. Think well of yourself. The subconscious can't take a joke. — Kare Anderson

I do what I'm coached to do. That's part of being a team leader and captain. The job will change week in and week out, and it's not for you to question what your job is - it's to go out there and execute your assignments. — Larry Fitzgerald

Part of my job being a leader and captain of the team is not just to play well and lead well but find a way to make everybody around me better. — Andrew Whitworth

Team spirit elevates with a broad-based contribution to the group effort. It's especially important for the high-performing leader to avoid the situation of one or two people being the only contributors during a meeting. — Andrew J Dubrin

Hockey and cooking are similar in so many ways, especially if you are a player-coach, the guy in charge on the ice, a role I would closely relate to that of a chef in the kitchen - they are both contact sports.

You've gotta keep your head up, keep moving and communicate well. Even though you might be the leader in the kitchen or on the ice, you need to understand that that you're part of a working machine and that machine stops working if one of the pieces isn't working in unison with the others. I learned from a very young age the importance of being part of this team dynamic and how hard work can take you to so many different places.

(Chef Duane Keller) — Chris Hill

The hands-on approach takes an active interest on a very regular basis in the members' work. The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit. It hinges on their self-motivation. When the leader goes too far with the hands-on approach, he is seen as an anxious and interfering type. If he goes too far hands-off, he is seen as abdicating his responsibility or not being interested. Today, — A. P. J. Abdul Kalam