Just because you are the boss doesn't mean you are the source of all knowledge.
We had built up a team in Edmonton that really knew who each other was from a personal standpoint and from a professional standpoint. Our nucleus had stayed together for a long time.
A Germany team should not be afraid going into a tournament. History shows that we can raise the level of our game when it matters.
Marriage is a team effort. Both of us share that philosophy.
It is only as we develop others that we permanently succeed.
Wearing the same shirts doesn't make a team.
Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
It's as simple as this. When people don't unload their opinions and feel like they've been listened to, they won't really get on board.
Only by binding together as a single force will we remain strong and unconquerable.
May your adventures bring you closer together, even as they take you far away from home.
Introverts almost never cause me trouble and are usually much better at what they do than extroverts. Extroverts are too busy slapping one another on the back, team building, and making fun of introverts to get much done. Extroverts are amazed and baffled by how much some introverts get done and assume that they, the extroverts, are somehow responsible.
The strength of the team is each individual member. The strength of each member is the team.
With an enthusiastic team you can achieve almost anything.
What we care about is, when faced with a problem and you're a member of a team, do you, at the appropriate time, step in and lead. And just as critically, do you step back and stop leading, do you let someone else?
Strength lies in differences, not in similarities
I think you can learn lots of skills playing football. Team building is one. You also learn how to solve problems within your team. Sometimes you find yourself playing with players that you don't necessarily like, but you have to put your differences aside for the good of the team. It gives you skills that you may not appreciate at the time.
The team developer realizes that at times the leadership 'torch' must be passed on to others. This empowerment of others serves a dual purpose; it helps them hone their own team-building skills and it brings a fresh approach, perhaps even a special expertise, to the group's efforts.
The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).
A demanding performance challenge tends to create a team.
The same dynamics that promote performance also support learning and behavioral change.
The achievements of an organization are the results of the combined effort of each individual.
Overcoming barriers to performance is how groups become teams.
Appreciate everything your associates do for the business.
Fun is only real and sustainable if it feeds off the team's purpose and performance aspirations.
Teamwork represents a set of values that encourage behaviors such as listening and constructively responding to points of view expressed by others, giving others the benefit of the doubt, providing support to those who need it, and recognizing the interests and achievements of others.
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