Quotes & Sayings About Members Of A Team

I have a great race team, great grew members, awesome health care team, endocrinologist, nutritionist, and of course family and friends. It truly is a team effort, both when you are dealing with diabetes in regular life and also on the racetrack. — Charlie Kimball

As economists have often pointed out, we pay doctors for quantity, not quality. As they point out less often, we also pay them as individuals, rather than as members of a team working together for their patients. Both practices have made for serious problems. — Atul Gawande

Attempts to thwart or muzzle the media continued as well. At a conservative caucus meeting in Charlottetown in August 2007, journalists assembled in the lobby of the hotel, as they usually do at such gatherings, to talk to caucus members as they passed by. The [Prime Minister's Office] communications team, however, was not prepared to allow it. Taking their cue, or so it appeared, from a police state, they had the RCMP remove the reporters from the hotel. — Lawrence Martin

When overpowering authority or leadership intervenes in a team, it can affect the team by (1) throwing the team off track, (2) decreasing the motivation of the team, (3) reducing the commitment of the team members, and (4) causing more problems than solutions. — J. Richard Hackman

launch the team well, and only then to help members take the greatest possible advantage of their favorable performance circumstances. Indeed, my best estimate is that 60 percent of the variation in team effectiveness depends on the degree to which the six enabling conditions are in place, 30 percent on the quality of a team's launch, and just 10 percent on the leader's hands-on, real-time coaching (see the "60-30-10 rule" in Chapter 10). — J. Richard Hackman

The single greatest demotivator of a team is having members who are not carrying their load. — David Cottrell

Recognition in front of peers is the strongest motivator, and berating team members in private or public is the biggest demotivator. Check your use of rewards vs. penalties, with the negatives including emotional outbursts at no one in particular, a lack of feedback and veiled threats. — Martin Zwilling

A functional team must make the collective results of the group more important to each individual than individual members' goals. — Patrick Lencioni

It is quite common to see team members spending a lot of time 'perfecting' things that don't really need it rather than doing an adequate job and then moving on to another task. — Anonymous

The leader of the controversial Church of Scientology routinely physically attacked members of his management team, according to former executives, a Florida newspaper has reported. Defectors from the controversial organisation who spoke to the St Petersburg Times told the paper that David Miscavige was "constantly denigrating and beating on people". Mike Rinder, the church's spokesman for decades, said he was attacked by Miscavige some 50 times. — David Miscavige

If it annoys you when team members ask about their next promotion or talk about other job opportunities in the industry, you have motivational problems in the making. You need to build a habit of proactively seeking employee interests and suggesting follow-up steps. — Martin Zwilling

Unfaithfulness of team members is a difficult test that may bring disappointment to a leader. — Sunday Adelaja

But far too often when we face the failure of a business venture, we let that failure paralyze us from trying again. The failure could stem from a lack of financial planning, a lack of resources, or the lack of the right team members. But you have to realize that failure is part of the process when you are on the road to success. The only way to get back on track is to come up with another plan. I've failed more times than I can count. But you can't let the failure freeze you in place and stop you from pursuing your dreams. — Steve Harvey

Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each others' gifts, talents, energy, creativity, and love. The development of trust then becomes a significant leadership strategy. Trust creates the load limits on the relationship bridges among team members — Reggie McNeal

You should choose a set of simple rules that govern the format of your code, and then you should consistently apply those rules. If you are working on a team, then the team should agree to a single set of formatting rules and all members should comply. — Robert C. Martin

Hot groups have members who are task-obsessed and full of passion. They share a style which is intense, sharply focused, and full bore. Members feel engaged in an important, even vital and personally ennobling mission; their task dominates all other considerations; and although such intense teams tend to remain intact only for a relatively short period of time, that time is remembered nostalgically and in considerable detail by its members. — Jean Lipman-Blumen

Why talk of the team when our Cricket Board is like an exclusive club with members being there for years on end? If they can stay on without performing, the players too feel they can stay in the team without too big a performance. — Sunil Gavaskar

Really? Kat's angry? Could it be because you're holding her captive?" The words tasted like acid.
"She attacked several members of my team."
A smile spread across my face. That's my girl. — Jennifer L. Armentrout

Interestingly, Agile's scrum-team approach has its own way of aggregating some execution risk. For example, in a traditional "single task owner" approach, the risk of execution is not aggregated at all, leaving that task owner to add a lot of task-level buffer to self-insure and deliver on his commitment. In contrast, a 5-person scrum team aggregates the risk that any single individual will make slow progress, as the other four team members can often make up the deficit.

But why aggregate only up to the scrum-team level? Taking a lesson from the insurance industry, the more that risk can be aggregated, the easier it is to manage. Applied to projects, this will nearly always mean that it's better to aggregate risk at the project level. As a result, an Agile project can improve speed by avoiding sprint-level commitments. — Michael Hannan

Here is what unsayable about us: Jonathan and I are members of a team so old nobody else could join even if we wanted them to. What binds us is stronger than sex. It is stronger than love. We're related. Each of us is the other born into a different flesh. — Michael Cunningham

When I was a boy, I had a baseball team of my own. We played on a vacant lot between Ninetieth and Ninety-second streets. I had a little menagerie of my own, some pigeons, guinea pigs, and so on. On Saturday mornings, I had to take my music lesson. Then the members of my team used to come see my menagerie. — Jacob Ruppert

So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster. So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project. — G. Harver

To succeed as a team is to hold all of the members accountable for their expertise. — Mitch Caplan

It's wonderful to work for a company that gives so much back to its communities, especially to our children. Donations are only one way we support our communities. Our team members also volunteer their time and energies to a number of different local groups, including this aquarium. We form partnerships with these organizations because we feel we can accomplish more together than if we were each working on our own. — Patricia Brooks

Apocalyptic saucer cults have started to spring up all over America. One small group, which has been receiving messages from outer space via Lake City housewife Mrs. Marian Keech, becomes the subject of a research team led by psychologist Leon Festinger. According to an alien entity named Sananda, the end of the world is due any day and under the most cataclysmic of circumstances. The group meets regularly to discuss the latest predictions from Sananda and the rest of the Space Brothers, all relayed to them by Mrs. Keech. Some members bake cakes in the shape of flying saucers to be consumed during their gatherings while local college football scores are closely debated. — Ken Hollings

Designers need to be more than ambassadors, they need to be fully functioning and fully aware members of strategic decision-making teams in a company. — Nathan Shedroff

The weird thing is that while persuasional leadership takes longer and takes more restraint at the time, it is much more efficient over the long haul. When you teach team members or teens the why, they are more equipped to make the same decision next time without you. You don't have to watch their every move, you don't have to put in a time clock, and you don't have to implant a GPS chip in their hide when they learn how to think for themselves. Positional leadership doesn't take as long in the exchange, but you have to do it over and over and over and over. You never get to enjoy your team or your kids because they become a source of frustration rather than a source of pride. — Dave Ramsey

I've been a fan of 'The Defenders' since childhood, and Devil Slayer was always one of my favorite members of the team - especially during J.M. DeMatteis' wonderful run on the series. — Brian Keene

All of the members of my new team have displayed in their work a strong sense of pragmatism that I promote ... While the backgrounds of principal officials are diverse, they all share a common commitment to our country, our territory and our people and agree with my governing philosophy. — Donald Tsang

If you set up an atmosphere of community and trust, it becomes a tradition. Older team members will establish your credibility with newer ones. Even if they don't like everything about you, they'll say, 'He's trustworthy, committed to us as a team.' — Mike Krzyzewski

Got it. Look, the way I see it, two people walk in the restaurant, a Methodist and an atheist. The Methodist says, I'm not going to tip because I just came from church and I've already done my good deed for the day. The atheist says, I'm not tipping because life is meaningless and we're all just animals. To me, they're both members of the same religion, because they're doing the same thing. Whatever little story they tell themselves to justify it is irrelevant. It goes the other way, too - if a Muslim and a Scientologist come in and both leave a tip, they're on the same team. It doesn't matter to me if one did it because of Allah and the other was obeying the ghost of Tom Cruise, what matters is it resulted in doing the right thing. — David Wong

Next day I was closely questioned about the team and its members. The children were somewhat surprised to learn that some had been College or University men; their vision of the American Negro, being so largely based on films, did not include high intellectual attainment. However, through discussion, I believe that slowly they were beginning to see all mankind from a new standpoint of essential dignity. One — E.R. Braithwaite

Now I was the only one left. I thought about what I was going to say: Oh, hi there, I'm Thom. I just want to say what an honor it is to be a part of this prestigious team. A leader that wants to kick my ass, some bitchy girl with a major attitude problem, a geriatric precog, a guy who should probably be quarantined at the Center for Disease Control, and me, just your average, ordinary, gay teen superhero. Surely we're what the founding members had in mind when they banded together to form the world's premier superhero group. What's not to be excited about?
"I'm Thom." I scratched a dry patch above my elbow. "I can heal things. Sometimes. — Perry Moore

When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. "Real artists sign their work," he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first. Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. "With moments like this, he got us seeing our work as art," said Atkinson. — Walter Isaacson

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

You see, team," Dan said passionately, "our problem is negativity, and we have no one to blame but ourselves. I believe where there is a void, negativity will fill it. And, unfortunately, within every organization you get voids in communication between leaders and their employees and between different teams and team members. It happens everywhere: with sports teams, work teams, family teams. Within these voids, negativity starts to breed and grow and, eventually, like a cancer it will spread if you don't address it. As an executive team it's up to us to do everything we can to prevent these voids from occurring and when they do occur, we must quickly fill them with positive communication and positive energy. People don't just want to be seen and heard. They want to hear and see, and if they don't feel like they are part of the company then they will assume the worst and act accordingly. — Jon Gordon

Continuous Integration is a software development practice where members of a team integrate their work frequently, usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible. Many teams find that this approach leads to significantly reduced integration problems and allows a team to develop cohesive software more rapidly. — Martin Fowler

A good teammate is someone willing to get outside of personal thoughts and emotions, a friend who tries to understand, appreciate, and encourage other members of the team. — Don Kardong

Make sure you have the right team members to strengthen your culture instead of people who suck the energy out of it. You can do everything right as a leader and coach, but if you don't have positive mentors and team members in the locker room your culture and team will fall apart. — Jon Gordon

Your job as an EntreLeader is to make sure when your team member leaves your office they take their monkey with them. The first step is to give them some ideas for options and instruct them to come back with three good ways to solve the problem and a suggested course of action. The next step is to teach your team to come to your office with a problem only after they have found three or more possible solutions and a suggested course of action. That makes for some great discussions and teachable moments as you show them how you would make the call. After solving problems and making the call with your help several times, the best team members begin to see the pattern you use and can do what you do. The final step is very personally rewarding. — Dave Ramsey

The physical board had a huge psychological effect compared to anything we got from the electronic tracking tool we used at Microsoft. By attending the standup each day, team members were exposed to a sort of time-lapse photography of the flow of work across the board. Blocked work items were marked with pink tickets, and the team became much more focused on issue resolution and maintaining flow. Productivity jumped dramatically. — David J. Anderson

When you shift conversations and explore the greatness of your team members, you're likely to be a person who creates opportunities for their strength to show up on the job. — John Yokoyama

It is easy to understand why groups can fail. Bringing people together, giving them objectives and bidding them to work like a team regardless of body chemistry may not bring out the best in them. Moreover, almost all groups carry passengers. In a famous experiment, Max Ringelmann, a German psychologist, found that as more people joined a rope-pulling team, the average effort expended by individual team members fell. Indeed, studies of group behaviour reveal that most of the work in groups is done by a third of the membership.1 — Helga Drummond

I'm supposed to hire two more team members out of whatever law enforcement branch I can entice them from, but I haven't really bothered. Seeing as how every case I have is like a bad episode of The X-Files, but without the actual monsters, aliens and government conspiracies, I just don't see the need to deal with more personalities. — Jeremy Robinson

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

There might be exceptions - and if so, you might rethink their employment - but few people really want to be mediocre. Most of your team members want to make a valued contribution - to find purpose in their work. — Stephen R. Covey

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization. — David J. Anderson

If all the members of a team have synchronized their energy and they have all subordinated their egos to success of the team, then we have a functioning unit. If we have a lot of hotshots who want attention, you won't really play that well. — Frederick Lenz

Band members have a special bond. A great band is more than just some people working together. It's like a highly specialized army unit, or a winning sports team. A unique combination of elements that becomes stronger together than apart. — Steven Van Zandt

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required. — Patrick Lencioni

I have a recurring daymare that when the Glorious People's SWAT Teams smash their way in, most of us by which I mean members of the general freedom movement will be caught flatfooted, sitting in our underwear behind our computer monitors, guzzling Jolt and gorging on Cheetos, while arguing with our friends and enemies online about immigration or abortion, two of the issues that the Lefties know they can always rely on to keep that general freedom movement divided and powerless. — L. Neil Smith

If a gigantic asteroid were barreling toward impact with our planet, you can bet there would be at least a few members of Congress who would insist on leaving it alone, either because they would see it as a warning shot from the Almighty or because a mining company with a savvy team of lobbyists had laid claim to the big rock. — David Horsey

There are plenty of team players in government who do whatever the leader says. There are too few difficult members, who have complicated minds, unusual perspectives, the toughness to withstand the party-line barrages and a practical interest in producing results. — David Brooks

A hallmark of high performance leaders is the ability to influence others through all levels and types of communication, from simple interactions to difficult conversations and more complex conflicts, in order to achieve greater team and organizational alignment. High performing leaders are able to unite diverse team members by building common goals and even shared emotions by engaging in powerful and effective dialogue. — George Kohlrieser

Our employees are so enthusiastic about The Container Store, in fact, that they're also our best recruiters. We only have a few "official" full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It's not the recruiting department's job to recruit. It's the recruiting department's job to make sure everyone takes on the personal responsibility of recruiting - that we all do it. — Kip Tindell

Evangelical churches often make extroversion a prerequisite for leadership, sometimes explicitly. "The priest must be ... an extrovert who enthusiastically engages members and newcomers, a team player," reads an ad for a position as associate rector of a 1,400-member parish. — Susan Cain

[A rife platoon's] members must care for one another. Its leaders must cherish the men in very fire team and squad. For a rifleman, a leader's misjudgment, ignorance or inexperience can be fatal - no second chances. No rerunning the exercise until you get it right. When the word 'go' is given, there is no turning back from the consequences. It is the monstrous burden of command..."
-Bernard "Mick" Trainor — James Brady

The capability of self-organizing teams lies in collaboration. When two engineers scratch out a design on a whiteboard, they are collaborating. When team members meet to brainstorm a design, they are collaborating. When team leaders meet to decide whether a product is ready to ship, they are collaborating. The result of any collaboration can be categorized as a tangible deliverable, a decision, or shared knowledge. — Jim Highsmith

In recent years we might be compared to a team of doctors issuing prescriptions to cure or to immunize our members against spiritual diseases. Each time some moral or spiritual ailment was diagnosed, we have rushed to the pharmacy to concoct another remedy, encapsulate it as a program and send it out with pages of directions for use... Over medication, over-programming is a critically serious problem. — Boyd K. Packer

When I look at sales teams, I start to see a pattern. The team members with a low quality of mind have lower figures and the ones with high quality of mind have higher figures. — Damian Mark Smyth

I'd never managed anyone before, so I don't have a lot of experience. But I'm lucky - I have a lot of team members who have a really honest relationship with me. — Ben Silbermann

Day after day we read about them, each new man more brilliant than the last. They were not just an all-star first team, but an all-star second team as well. There were counts kept on how many Rhodes scholars there were in the Administration, how many books by members of the new Administration (even the Postmaster, J. Edward Day, had written a novel, albeit a bad one). — David Halberstam

At this time of day it should have been open and full of fifty fellow smackheads, crackheads, psychotics, epileptics, schizophrenics, self-harmers, beggars, buskers, car thieves, sherry pushers, ciderheads, just-released-that-morning convicts, ex-army, ex-married-men-with-young-children-who'd-discovered-their-wife-in-bed-with-two-members-of-the-university-rowing-team-at-the-same-time. — Alexander Masters

Generating diverse ideas requires being clear about the kind of input needed and creating multiple ways for diverse team members to share their ideas (e.g. use more than just a brainstorming session). — David Livermore

In the early 1990s, Target adopted some of Walt Disney's staff training and customer service initiatives. It has since developed a variety of methods - from hiring to coaching to grading performance - to ensure "team members" embody the motto "fast, fun and friendly." (See Chapter 5.) — Laura Rowley

Since there always has to be a certain number of astronauts manning the station at all times, one of the main aspects of the mission was to transport a new team to the station and bring back some members of the previous team back to Earth. — Philippe Perrin

In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this respect, Microsoft's Bill Gates, who also took such annual think weeks, served as a positive example.) Returning to the company after a few weeks, Bezos presented his next big idea to the S Team in the basement of his Medina, Washington, home. The entire company, he said, would restructure itself around what he called "two-pizza teams." Employees would be organized into autonomous groups of fewer than ten people - small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon's biggest problems. — Brad Stone

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like "I screwed up," "I need help," "Your idea is better than mine," "I wish I could learn to do that as well as you do," and even, "I'm sorry." When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don't waste time and energy putting on airs or pretending to be someone they're not. Over time, this creates a bond that exceeds what many people ever experience in their lives and, — Patrick Lencioni

A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role that is understood by other members. — Meredith Belbin

The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up and doing something that feels unsafe and uncomfortable first. By getting naked before anyone else, by taking the risk of making himself vulnerable with no guarantee that other members of the team will respond in kind, a leader demonstrates an extraordinary level of selflessness and dedication to the team. And that gives him the right, and the confidence, to ask others to do the same. — Patrick Lencioni

In the build-up to a race I begin practising two days beforehand with two other team members. We have an hour and a half practise run together. Then on the next day we have another practise in two separate hour long sessions. On the actual day of competition we do a warm-up run in the car before the race. — Liz Halliday

Team learning is the Process of aligning and developing the capacity of a team to create the results its members desire. It builds on the discipline of developing a shared vision. It also builds on personal mastery, for talented teams are made up of talented individuals. — Peter Senge

Aldus Barnes, a structural engineer by training and member of the Advanced Geometry Unit (AGU) at Arup, has formed many successful collaborations and earned a prominent place for himself in architecture by adopting the language and skills of architects. "Talk in terms of texture and density, instead of torsion and shear. That way they don't think you are just another nerd," Barnes advises the young members of his team. — Yanni Alexander Loukissas

Maybe she didn't know exactly how to be a consort, but she knew the members of a team functioned better with acknowledgment. And these people were all part of her team now - part of her family. — Nalini Singh

I know I touch a lot of people. I don't call myself a role model. But I am a leader. Leaders are always watched by team members & outsiders — Spoken Reasons

A unique relationship develops among team members who enter into dialogue regularly. They develop a deep trust that cannot help but carry over to discussions. They develop a richer understanding of the uniqueness of each person's point of view. — Peter Senge

My team members are Hector Soto, who is a boxing promoter and Vice-president of Miguel Cotto Promotions. He runs all my business. He was the person that my father left in charge of it all. Bryan Perez is my right-hand man. — Miguel Cotto

People have to be given the freedom to show the heart they possess. I think it's a leader's responsibility to provide that type of freedom. And I believe it can be done through relationships and family. Because if a team is a real family, it's members want to show you their hearts. — Mike Krzyzewski

The team exists to accomplish a result. The community exists to support its members while they fulfill their purpose ... When partnerships, management teams, and organizations build communities, they tap into a greater and deeper reservoir of courage, wisdom, and productivity. — Peter Gibb

Competition and rivalry between the members of a group are the antithesis of the cooperation and team play needed in an effective management group. This is why team building is an empty abstraction for a group whose leader controls with power. — Thomas Gordon

move. For one thing, you're going to start paying more attention. Yes, perhaps you'll sometimes have a crazed, wild-eyed look, but that's a price you're willing to pay to "free your mind." I'd like to be supportive, so let me alert you to the possible pitfalls of this strategy. In the psychological study of attention, one comes across a famous short video clip of three students dressed in white and three dressed in black, with each team passing a basketball back and forth as the members constantly change positions. The goal for viewers is to count how many times the white team passes the ball from one member to another. — Sheena Iyengar

Self-organizing teams form the core of APM. They blend freedom and responsibility, flexibility and structure. In the face of inconsistency and ambiguity, the teams strive to consistently deliver on the product vision within the project constraints. Accomplishing this requires teams with a self-organizing structure and self-disciplined individual team members. Building this kind of team is the core of an agile project leader's job. — Jim Highsmith

If your whole team consists of novice programmers, your expertise will give you considerable power; but if the other team members are also experts, they will attach less importance to your technical expertise. In that case, they'll pay more attention to organizational power, like the power to acquire extra hardware, to extend the schedule, or to capture a more interesting assignment. — Gerald M. Weinberg

It was an impressive achievement, of course, and a human achievement by the members of the IBM team, but Deep Blue was only intelligent the way your programmable alarm clock is intelligent. Not that losing to a $10 million alarm clock made me feel any better. — Garry Kasparov

Assuming that you already have the respect of your team members This is one of the most common mistakes made by rookie managers. They think that merely by the process of their being inducted into management, they have already garnered the respect o their team members. The truth is, the only way you will come to be admired and respected by your team member is by the way in which you 'act'. You have to 'earn' your team's respect by showing your character, integrity and your skills to do things. You have to show them that there is a reason that you are here in the first place; and only then will you get the respect and admiration you seek from them. — Richard Klop

Members of teams that tend to avoid conflict must occasionally assume the role of a "miner of conflict" - someone who extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them. This requires a degree of objectivity during meetings and a commitment to staying with the conflict until it is resolved. Some — Patrick Lencioni

And so a leader of a meeting must make it a priority to seek out and uncover any important issues about which team members do not agree. And when team members don't want to engage in those discussions, the leader must force them to do so. Even when it makes him or her temporarily unpopular. — Patrick Lencioni

One of the most curious aspects of human psychology is an omnipresent and persistent habit to seek information from the worst possible sources. When seeking relationship advice, humans speak to their single friends instead of happy couples who have been married for decades. When researching a religion, humans ask ex-members instead of faithful members. When seeking financial advice, humans ask scholars instead of successful entrepreneurs. When discussing complex sociopolitical matters, humans solicit the opinions of actors and models. Anteedan Psychologists have dubbed this curious phenomenon the "Oprah Effect," and had planned on determining the cause, however research ceased after a financial scandal involving the team lead stealing money from the grant and eloping with an exotic dancer named Cinnamon. -A Tourists Guide to Earth, 2nd edition, page 184, Valium Press — Aaron Lee Yeager

At a lot of companies founded on principles, the notion of making money is almost antithetical to the ethos of the place. From the very beginning, our business has existed to meet the needs and desires of multiple constituencies: customers, team members, vendors, shareholders, the community. — John Mackey

I thought I'd gotten over feeling like I need to strangle members of this team. Turns out my desire to murder Cody in a violent, dehumanizing fashion had nothing to do with the darkness. It was completely natural. — Brandon Sanderson

Effective teamwork will not take the place of knowing how to do the job or how to manage the work. Poor teamwork, however, can prevent effective final performance. And it can also prevent team members from gaining satisfaction in being a member of a team and the organization. — Robert Bales

We had a policy of "no looking back". Once a decision was made, all members of our team were expected to stop talking about obstacles and instead focus intensely on solutions.

"Don't tell us all the reasons this might not work. Tell us all the ways it could work. — John Wood

The two qualities of Friendship so important for a leader to possess and instill in team members are respect and camaraderie. — John Wooden

A leader's words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor's heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal. — Stanley McChrystal

Someone has likened Christians to ballplayers on a team. Every member of the lineup is expected to take his turn at bat and do his best to get on base. Though some may make their major contribution in some other way such as pitching or fielding, all are expected to try to get a hit. Two or three players may have the ability to hit the long ball, but all members of the team try to single their way on base. On the Christian team, every believer is expected to try to connect in every area of Christian living. True, some believers may have special abilities in certain areas, but this does not excuse every believer from taking his turn at the plate and doing his best. Every believer must witness, show mercy, give, and obey every command, though only some may have Spirit-given endowments for particular Christian services. — Leslie B. Flynn

One of the primary reasons that abstraction is overloved is that a completed program full of the right abstractions is perfectly beautiful. But there are very few completed programs, because programs are written, maintained, bugs are fixed, features are added, performance is tuned, and a whole variety of changes are made both by the original and new programming team members. Thus, the way a program looks in the end is not important because there is rarely an end, and if there is one it isn't planned. — Richard P. Gabriel

Most likely Sinai was innocent and Alpha had used him as a scapegoat to cover his own ass. I needed a minute. It was hurting me to know that I'd killed one of the top members of my team and he was innocent. I'd — Porscha Sterling

The downside of attending to the emotional life of groups is that it can swamp the ability to get anything done; a group can become more concerned with satisfying its members than with achieving its goals. Bion identified several ways that groups can slide into pure emotion - they can become "groups for pairing off," in which members are mainly interested in forming romantic couples or discussing those who form them; they can become dedicated to venerating something, continually praising the object of their affection (fan groups often have this characteristic, be they Harry Potter readers or followers of the Arsenal soccer team), or they can focus too much on real or perceived external threats. Bion trenchantly observed that because external enemies are such spurs to group solidarity, some groups will anoint paranoid leaders because such people are expert at identifying external threats, thus generating pleasurable group solidarity even when the threats aren't real. — Clay Shirky