Team Performance Quotes & Sayings

We now live in a time when PEOPLE and profits must become equally valuable in the corporate leaders Mindset.
Rethink your Leadership Culture to become a conscious, high performance organisation — Tony Dovale

The attitude in terms of how players work both on and off the field has a massive impact on us as coaches but also the performance and how the team does as well. — Warren Gatland

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

I think what we've had here is a little social concern in the NFL. The media has been very desirous that a black quarterback do well. There is a little hope invested in McNabb, and he got a lot of credit for the performance of this team that he didn't deserve. The defense carried this team. — Rush Limbaugh

When a team outgrows individual performance and learns team confidence, excellence becomes a reality. — Joe Paterno

She's decisive, she's aggressive, she's proven she's capable with high-performance jets. We look for people with the capability to think on their feet and to be able to lead a team of people. We look for the best pilots out there, and if they happen to be women, great, but we're just looking for the best. — David Leestma

A Culture of clear consistent communication and connection is the foundation of a high performance team that thrives and flourishes. — Tony Dovale

In treadmill religion, we have to work hard and perform at a high level for God to take notice of us.
The problem with treadmill performance religion is that it leads to either pride or despair. If you keep the rules of your religious team, you become arrogant. Conversely if you fail to keep the rules of your religious team, you despair. Justifying grace gives us full assurance that God will love us no more if we perform well and love us no less if we perform poorly. By justifying grace, our acceptance before God and the grounds for our righteousness are solely Jesus' works of sinless living, substitutionary death, and bodily resurrection and therefore are not in any way contingent upon what we do or do not do. — Mark Driscoll

Fun is only real and sustainable if it feeds off the team's purpose and performance aspirations. — John Katzenbach

You as the leader should have a Function Accountability Chart (FAC) to help CEOs and managers to see clearly the person who is accountable for each role and key positions. It should also show the metrics or key performance indicators assigned for each of the main functions of the business. Each item on the Profit & Loss, and Balance Sheet should be assigned to specific people who are accountable for these roles. Each team should know their responsibilities, accountabilities and who they are answerable — Emily Goldstein

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

In 2011 India's Test team was crowned as world cricket's leading side for the first time in its history. The foundations for this global domination can be traced to a decade earlier, when a career-defining performance by VVS Laxman helped to turn a whole series on its head as India, in the face of a seemingly unassailable deficit, staged an unbelievable recovery to go on and overpower what many considered to be the finest cricket team ever assembled. — Dave Wilson

techno softwares malaysia hire php and java developers "
"PHP Developers

Job Description:

1. Understanding client requirements & functional specifications
2. Developing and maintaining dynamic websites and web applications
3. Ensuring foolproof performance of the deliverable
4. Coordinating with co-developers and other related departments
5. Sending regular updates about project status

Desired Candidate Profile:

1. Must be proficient in PHP, MySQL, CSS, HTML, Javascript, AJAX, XML
2. Should have experience with Joomla, WordPress, Drupal, Magento.
3. Should have excellent written communication skills (English)
4. Must have capacity to work independently and also as a part of team
5. Must have dedication and commitment towards work.
6. Eligibility: (B.Tech/B.E)
7. Salary: Higher Salary based on Experience and Expertise) — Php

Everyone knows that England are a far better team than their World Cup performance suggests. It's vital that we play with confidence and take the strength and competition of the engage Super League in to the Four Nations. — Paul Sculthorpe

The switch from ten-cylinder to eight-cylinder engines means that each manufacturer has to redevelop its power train. Not all will manage to successfully combine performance with reliability the first time around. That could shake things up a bit when it comes team hierarchy. — Michael Schumacher

Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story:
Yours / Theirs / The Truth — Angie Morgan

The World Series is something that rarely gets to a number of venues in professional baseball. And that's one problem because we want the fan base of particular cities to participate in the World Series, even though there may be a lull in the particular performance of the regional team. — Scott Boras

A demanding performance challenge tends to create a Team. In any situation requiring a combination of multiple skills, experiences and judgments, a team inevitably gets better results than a collection of individuals. Teams provide the kind of responsiveness, speed, on-line customization and quality that is beyond the reach of individual performance. — John Katzenbach

I am excited to be part of Generation UCAN. I believe this product, its team and the company's vision will change the face of sports nutrition. Since I've been using Generation UCAN for my workouts, I've noticed improvements in both my performance and metabolic state. I recommend all runners try it to experience the benefits firsthand. — Meb Keflezighi

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

In the two weeks following the All-Star Game, baseball was largely upstaged by the events of the XXI Olympiad in Montreal, including Romanian gymnast Nadia Comaneci's seven perfect 10.0 scores, Bruce Jenner's record-setting decathlon triumph, and the five gold medals won by U.S. boxers Howard Davis Jr., Sugar Ray Leonard, Leo Randolph, and brothers Leon and Michael Spinks - the mightiest performance of any American boxing team in Olympic history. — Dan Epstein

Fire in your belly comes from pride and passion in wearing the red shirt. We don't need to motivate players because each of them is responsible for the performance of the team as a whole. The status of Liverpool's players keeps them motivated. — Bill Shankly

A High Performance team requires people with High Performance Mindsets, with relevant competence, committed and balanced communication, to a meaningful and challenging goal. — Tony Dovale

Mike, you ready? he said. The coliseum-like, bowl-shaped CompStat conference room behind him was a pen pusher's paradise, I knew. It was a place where innovative computer-model formats were used to illuminate detailed processes that were compared for effectiveness of indices of performance before implementations of flexible tactics to achieve the development of comprehensive solutions were discussed in a team-building environment. In plain English, it was a bureaucratic version of hell on earth. — James Patterson

$20M in sales, our leadership team was dysfunctional and divided. Prior to this, our culture had earned several "Best Places to Work" accolades, and our performance was repeatedly acknowledged by Inc. Magazine's, Inc. 5000 award, and Ernst & Young honored our success as a finalist for their Entrepreneur of the year award. — Werner Berger

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

A healthy company culture is a set of norms and behaviors that support high performance and supports the team as they move towards ultimate success. Visit these norms regularly. Everybody visits them regularly, from the CEO to the Truck Drivers. — Beth Ramsay

I am amazed and thrilled and unbelievably proud about my team's performance. — Dick Latvala

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

I think people have different definitions of team unity. My definition is doing whatever it takes to win, what makes a great team; it's performance on the field, respect on the field. — Hope Solo

Having a team deliver standards and performance is much easier when they want to be there and want to be led by you. — Tony Curl

Baseball fans are collectively the '10th man' and needed most when team performance is shaky. When mistakes are made, there's no need to heckle your team - that's what the other side is for! — Christine Pelosi

My main regret about my years in football was keeping my mouth shut like a little mouse, not daring to speak out because I was told you left the managers to get on with the job and that the chairman must never interfere with the manager's decisions or the performance of his team. — Alan Sugar

A particular shot or way of moving the ball can be a player's personal signature, but efficiency of performance is what wins the game for the team. — Pat Riley

Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence. — Marcus Buckingham

Anytime the Foxes mentioned Andrew's upcoming sobriety or Andrew's name popped up in write-ups on the team's performance at games, the focus was on what a danger he was. People talked about his trial and how it saved them from Andrew. No one said what they were doing to save Andrew from himself. — Nora Sakavic

The same dynamics that promote performance also support learning and behavioral change. — John Katzenbach

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

Except for a handful, chess players don't have such illusions. The game has a severe analytic quality that makes self-deception difficult. Unlike the undiscovered poet who, despite the harsh criticism of his peers, lives on his fantasies for the day that he will be recognized as the next Dylan Thomas, even a young chess player can usually gauge his talent. When Josh was six, he played several games against a pudgy thirteen-year-old who was the top player on his high school team. He beat Josh every time, but a couple of the games were close, and afterwards the boy seemed gloomy about his performance. He explained that if he didn't make significant improvement during the next year, he would wind up as just another wood-pusher. Despite his celebrity in school, he seemed to know that he didn't have it. While — Fred Waitzkin

The .350 hitter expects, and also deserves, a big payoff for his performance - even if he plays for a cellar-dwelling team. And a .150 hitter should get no reward - even if he plays for a pennant winner. — Warren Buffett

Typical comments from younger and "top talent" employees: "I want to know immediately if I need to change what I'm doing. I prefer managers who just walk in and tell what I need to do differently." "I can't believe that some managers wait for performance review to let people know they aren't good in a particular area. What's the holdup?" "Just lay it on me. I don't want to wait for feedback. And I want a manager who's open to my feedback, too." "I was hired in as a manager, a role I'd never had before. I'm lucky my boss pushes us to give more feedback to everyone - I get feedback on my feedback. My team is like a hungry beast. I feed them and they keep asking for more! — Anna Carroll

Don't let talent get in way of team performance. Great players do what's outstanding for team, not what makes them stand out — Jerry West

When I arrived at IBM, there were 'Team' signs all around. I asked, 'How do people get paid?' They told me, 'We pay people based on individual performance.' — Louis V. Gerstner Jr.

Overcoming barriers to performance is how groups become teams. — John Katzenbach

I had a firm policy never to charge up my team on an emotional level. I believe that for every artificial peak you may create there is a valley, and i don't like valleys. Games can be lost in valleys. The ideal is an ever-mounting graph line that peaks with your final performance. There will be difficulty and adversity to overcome, but that is necessary to become stronger. Other coaches believe in charging a team up. I never did and never will. I sought a calm assurances in our dressing room, and a calm assurance warming up on the floor, and ad calm assurance in my final remarks before going out to play. — John Wooden

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

The team behind 'The Lego Movie' approached me. They wanted to do something extra special for the Academy Award performance of best song nominee 'Everything is Awesome.' They had seen my earlier version of a Lego Oscar statue, and I was happy to take on the challenge. — Nathan Sawaya

The whole kiss-and-tell thing is a negative approach that often happens in a World Cup. We will see negative stories about the players and it can affect their confidence and the overall performance of the national team on the pitch, let alone the bid to actually stage the competition. — Gary Lineker

Our "default setting" is to be autonomous and self-directed. Unfortunately, circumstances - including outdated notions of "management" - often conspire to change that default setting and turn us from Type I to Type X. To encourage Type I behavior, and the high performance it enables, the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Organizations that have found inventive, sometimes radical, ways to boost autonomy are outperforming their competitors. — Daniel H. Pink

Organisations are innovating quicker than ever. Your members need to excel from being a team player to a team builder. — Janna Cachola

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

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Organizations are perfectly designed to get the results that they get. — Stewart Liff

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

However, if the key to a values-based organization is really the people, then leaders need to spend a lot more time developing the team than analyzing the numbers. After all, the numbers aren't going to generate themselves. You need to have the right people in place in order to reach the performance targets. — Harry M. Kraemer

Never judge a team by its past performance. On any given day, any team can beat another, — Tim Green

Dance used to do that for me too: a place where there was nothing to do but be me and let everything else fall away. For a lot of the girls on the team, it was all about the performance, but for me, I think it was always about communication. — Emily Henry

Values hold the team together, provide stability for the team to grow upon, measure the team's performance, give direction and guidance and attract like-minded people. — John C. Maxwell

In high-performance teams, "the leaders managed the principles, and the principles managed the team. — Jim Highsmith

When you're with your club team, every week you have a performance to judge. But when you're with the national team, it's a little different because you might not play for three or four months at a time. Things change constantly. — Landon Donovan

Teamwork and trust trump ego and arrogance in building high performance sustainable successful teams. Rethink your team building ideas — Tony Dovale

you give your best for today, you create a greater tomorrow. — Lailah Gifty Akita

Rugby has always been a game for all shapes and sizes. You have the superstars and the fast guys who score the tries, but you also need the workhorses and the people who play all the other roles. Unless they all work together as a team then it's really going to affect the performance. Everyone's got to rely on everyone else. — Warren Gatland

It is remarkable that a fist-gnawingly dire England performance still has the power to shock, when in some ways this one had all the exquisite unpredictability of Norman Wisdom approaching a banana skin in the immediate vicinity of a swimming pool...
The England shirt is the precise opposite of a superhero costume, turning men with extraordinary abilities into mild-mannered guys next door. Were Stephen Fry to pull it on, he would struggle to string a sentence together. Were Lucian Freud to slip it over his head he would turn his easel round to reveal a childlike scribble of a cat. — Marina Hyde

ReThink Real Success: Keeping your word to others and never lying to yourself — Tony Dovale

Don't get me wrong; it's not like I didn't go out and have fun. But there's been a lot of players that come to New York and get caught up in the lifestyle, and before you know it, they're sent away to another team because it affected their performance. — Derek Jeter