Quotes & Sayings About Teams At Work
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Top Teams At Work Quotes
Most directors do work in pairs. There's usually some form of this, sometimes it literally comes down to you both show up in the morning and one of you is like, "I'm a little tired and overwhelmed today, so I might need you to just be a little step ahead of me and speak with more confidence because I'm not quite there." So, there's quite a bit of that in other teams. — Mark Duplass
Teams are successful when they are focused, have a short cycle time, and are supported by the executives. — Thomas J. Bouchard Jr.
Real teams don't emerge unless individuals on them take risks involving conflict, trust, interdependence and hard work. — John Katzenbach
The relationships that I've built and the connections and the network that I have created playing on these multiple teams, playing for these multiple coaches and assistant coaches - I wouldn't give that back for anything, because I believe that's going to prepare me for my next step, whether that's going to be on the floor coaching or in an office doing some type of management work. — Drew Gooden
Endless data show that diverse teams make better decisions. We are building products that people with very diverse backgrounds use, and I think we all want our company makeup to reflect the makeup of the people who use our products. That's not true of any industry really, and we have a long way to go. — Sheryl Sandberg
Employers say they want people who can think creatively, who can innovate, who can communicate well, work in teams and are adaptable and self-confident. — Ken Robinson
For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, "People and organizations don't grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses." Good leaders seldom restrict their teams; they release them. — John C. Maxwell
The team architecture means setting up an organization that helps people produce that great work in teams. — Jay Chiat
Over the years, I have repeated Eric's advice to countless people, encouraging them to reduce their career spreadsheets to one column: potential for growth. Of course, not everyone has the opportunity or the desire to work in an industry like high tech. But within any field, there are jobs that have more potential for growth than others. Those in more established industries can look for the rocket ships within their companies - divisions or teams that are expanding. And in careers like teaching or medicine, the corollary is to seek out positions where there is high demand for those skills. For example, in my brother's field of pediatric neurosurgery, there are some cities with too many physicians, while others have too few. My brother has always elected to work where his expertise would be in demand so he can have the greatest impact. Just — Sheryl Sandberg
A picture of me as this super affable sales guy gets painted, but in actuality, I'm pretty driven by hard work and love working with teams. What people discount is, I grew up in a very small blue-collar town in Massachusetts and have basically scrapped my way career wise. — Tim Armstrong
The result is that a generation of physicists is growing up who have never exercised any particular degree of individual initiative, who have had no opportunity to experience its satisfactions or its possibilities, and who regard cooperative work in large teams as the normal thing. It is a natural corollary for them to feel that the objectives of these large teams must be something of large social significance. — Percy Williams Bridgman
With an accelerated schedule of launch in just two months, NASA and contractor launch and support teams labor steadily with six-day work weeks by day and night shifts — Martha Lemasters
Summary of Scrum vs Kanban
Similarities:
- Both are Lean and Agile
- Both use pull scheduling
- Both limit WIP
- Both use transperency to drive process improvement
- Both focus on delivering releasable software and often
- Both are based on self-organizing teams
- Both require breaking the work into pieces.
- In both, the release plan is continuously optimized based on empirical data (velocity/lead time) — Henrik Kniberg
In these times of self-directed teams, empowered employees, and "boundaryless" organizations, your worth as an individual employee will also get measured by your work group's collective results. — Price Pritchett
I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language). — Jon Gordon
Overcoming barriers to performance is how groups become teams. — John Katzenbach
When the Knicks won the championship in 1970, our fans rallied behind us and became our sixth man because they saw a group of five distinct personalities come together and play as one seamless unit. Winning takes a game plan and that's where a great coach comes in. He has to have the vision. He has to be the architect and design a particular style of play that his players can work together and excel at. The great Celtics teams that won 11 championships in the span of 13 seasons ( 1957-69) never changed their system. They played the same game regardless of who their cast was. — Walt Frazier
PREFACE TO THE PAPERBACK EDITION How much work did you do today that you will be proud of tomorrow? I don't mean just how you handled the big things, but also how you addressed the little, seemingly insignificant ones. Did you make progress on what matters most to you, or did you allow the buzz, busyness, and expectations of others to squelch your passion and focus? I've been asking these questions of others and myself each day for more than a decade, and they are the main reason I originally felt compelled to write Die Empty. Through my work I've encountered many teams of brilliant, sharp, amazing, talented people who have at some point "settled in" or begun coasting on past success. Unfortunately, — Todd Henry
In a Consciously Conscious Revolutionary Workplace, people are promoted based upon skillset, AND more importantly MINDSET — Tony Dovale
I know how teams work. I've been doing this for 30 years. — Giovanni Trapattoni
I do my own analysis on the teams I am refereeing. I will know some of the personalities, the players who could be difficult customers in a scrum situation, the ones I am going to have to really work hard on early in the game to get what I want. — Alan Lewis
What does that look like to you?" he said. "A forgery." He shrugged, snorted quietly. "That's right, Heller. We have teams of forgers at work creating phony documents just for you." His sarcasm was subtle. "Now do you see? Starting to recognize your brother's modus operandi? Steal a bunch of money, then, when you realize that you've messed with the wrong guys, do the cowardly thing and run? Wonder where he got that from." "Screw you." I no longer felt bad about making up that story about his cigars. "Oh, believe me, it's the truth. Maybe to Victor Heller's sons that's nothing more than loose change you find under your sofa cushions. But not to me. And certainly not to Allen Granger. — Joseph Finder
The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem.
This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He's also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective. — Peter Sims
It's also a narrative of how they collaborated and why their ability to work as teams made them even more creative. — Walter Isaacson
Any team can be a miracle team. The catch is that you have got to go out and work for your miracles. Effort is what ultimately separates great teams from ordinary teams. — Pat Riley
When I grew up, my father taught us the value of hard work. He wanted us to enjoy ourselves, but he also wanted to know what it took to be successful. He coached a lot of our sports teams growing up. We weren't very good, but we learned about hard work and enjoying life and your teammates. — Andrew Luck
Listen, involve, synergize at work. Then you will bury the old and create an entirely new winning culture which will unleash people's talents and create complementary teams where strengths are made productive and weakness are made irrelevant through the strengths of others. — Stephen Covey
You don't need a team! Often, we do not do certain things because we feel that to take up something new, we need a team or at least one more person who thinks as we do. If you are smart enough you may not need any one else! — Abhishek Ratna
Play is kids' work in that it is a form of experiential learning that contributes directly to a person's ability to handle failure, to work in teams, and to take risks. — Jill Vialet
Compared to other generations, millennials tend to be more collaborative, are accustomed to working in teams & have a passion for pressure. — Joanie Connell
Fellas, things are going to change. I know how bad DeMatha's teams have been during these last few years, but that's over with. We're going to win at DeMatha and we're going to build a tradition of winning. Starting right now ... But let me tell you how we're going to do it. We're going to outwork every team we ever play ... With a lot of hard work and discipline and dedication, people are going to hear about us and respect us, because DeMatha will be a winner. — John C. Maxwell
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
However, more important to all of that: the players played the game as a true team. There are many teams in baseball, but not all play as a team. Many merely play as a group of talented athletes, which is a huge difference over the course of a long season. — Michael Delaware
When teams are asked to work together to analyze problems and design solutions, the quality is higher. — David J. Anderson
In addition, there are huge benefits to communal effort in and of itself. By definition, all organizations consist of people working together. Focusing on the team leads to better results for the simple reason that well-functioning groups are stronger than individuals. Teams that work together well outperform those that don't. And success feels better when it's shared with others. So perhaps one positive result of having more women at the top is that our leaders will have been trained to care more about the well-being of others. My hope, of course, is that we won't have to play by these archaic rules forever and that eventually we can all just be ourselves. We — Sheryl Sandberg
Most teams aren't teams at all but merely collections of individual relationships with the boss. Each individual vying with the others for power, prestige and position. — Douglas McGregor
I'm a doctor; we work in teams. I'm very committed to problem solving. — Raul Ruiz
Very few managers know how to effectively tap the biggest source of performance improvement available to them: namely, the creativity and knowledge of the people who work for them. — Alan G. Robinson
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
The Saint Bernards work best in teams of at least three dogs. They are sent out on patrols following storms, and they wander the paths looking for stranded travelers. If they come upon a victim, two dogs lie down beside the person to keep him warm; one of the two licks his face to stimulate him back to consciousness. Meanwhile, another dog will have already started back to the hospice to sound the alarm. — Stanley Coren
Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams. — Frederick P. Brooks Jr.
I'd like to work with horses, but it doesn't pay very well. Maybe I'd like to go somewhere in the Middle East because they keep buying really nice horses for their Olympic teams - like, the Qataris. — Edie Campbell
All of this highlights one of the most challenging obstacles that prevents teams from taking the time to work on how they work together: adrenaline addiction. Many if not most of the executives and managers I know have become so hooked on the rush of urgent demands and out-of-control schedules that the prospect of slowing down to review, think, talk, and develop themselves is too anxiety-inducing to consider. Of course, this is exactly what they need, which is what addiction is all about - doing things that are bad for you even when confronted with evidence that they are, well, bad for you. — Patrick Lencioni
For our teams that do great work, we have a tradition of giving Rolex watches. If you see all the key guys with their Rolexes, that's sort of our Medal of Honor if you do something big. — Ross Perot Jr.
The agile movement supports individuals and teams through dedication to the concepts of self-organization, self-discipline, egalitarianism, respect for individuals, and competency. "Agile" is a socio-technical movement driven by both the desire to create a particular work environment and the belief that an adaptive environment is critical to the goal of delivering innovative products to customers. — Jim Highsmith
It is annoying. The work we do is not getting the credit it deserves because we are not winning silverware. It is unfair because I think we have more merit as a club than those who have built their teams with millions of pounds whereas Arsenal have brought in young footballers, who have come here to play a certain kind of football and who have developed. — Samir Nasri
Teams do not go physically flat, they go mentally stale. — Vince Lombardi
I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations. — Henry Cloud
I basically apply with my teams the lean startup principles I used in the private sector - go into Silicon Valley mode, work at startup speed, and attack, doing things in short amounts of time with extremely limited resources. — Todd Park
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
The worst part is that if you become part of a major - all these independent labels become farm teams for your corporate parent. Basically, you do all the work for years, blowing up an artist - you discover them, blow them up, you build their fan base. And then that artist is like, "Okay, now I'm here. Now I want more. I want to be bigger." And you're either going to be able to accommodate them, you're going to be able to figure out how to take that step with them, or you're going to lose them. — El-P
I am excited to rise today to support National Mom and Pop Business Owners Day. This celebration honors the husband and wife business owner teams whose work helps drive the economy and fuel job growth. — Melissa Bean