Quotes about Team Collaboration

I would want to work with guys that maybe aren't starters, guys that are the fourth or fifth option.

Hold at least one all-hands meeting every quarter and, to underscore the startup's team concept, make sure at least one additional executive joins you in leading the meeting.

Separation, I think, in an early-stage company or a startup environment is not a good thing. You need to basically live and breathe the entire environment.

If you don't share information among your startup's team, then it'll be just about a coincidence if product, marketing, and engineering are ever aligned. Those odds are too low to succeed.

I have seen a lot of now-great companies at their earliest stages, and these early-stage startups are not built by the senior people who know how to run and scale big-company machines.

You can have really good statistics, which are really good, and it's a serious advantage, but when push comes to shove, it's about players communicating and players playing together.

Offensively, I have a high basketball IQ, I look to get everyone involved, set screens, take charges, get steals; all of the little things.

As an actress, I always felt like the people you met on set were interchangeable with the people you met on other sets - the grips, the gaffers, the actors, the directors - everybody steps into their role.

Normally I provide a lot of assists and do a lot of dribbling - but it's always great when you score a goal.

I love keeping. I'm in the game all the time. I see angles that I wouldn't normally see, and I feel part of what the captain does.

Normally, I focus on my job and focus on trying to help my team and trying to improve every training session and try to be as a good as I can.

You know, you work on things with people if they're not perfect - no one is.

Cam is incredible. Playing against guys like him and a great center like Ryan Kalil - I noticed him right away - is something that can only make me better.

If you give orders and explain nothing, you might get obedience, but you'll get no creativity. If you tell them your purpose, then when your original plan is shown to be faulty, they'll find another way to achieve your goal. Explaining to your men doesn't weaken their respect for you, it proves your respect for them.

There would be times when we'd rack our brains on a user interface problem, and think we'd considered every option, and he would go, Did you think of this? said Fadell. And then we'd all go, Holy Shit. He'd redefine the problem or approach, and our little problem would go away.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

Wozniak began to rankle at Jobs's style. "Steve was too tough on people. I wanted our company to feel like a family where we all had fun and shared whatever we made.

By expecting them to do great things, you can get them to do great things. The original Mac team taught me that A-plus players like to work together, and they don't like it if you tolerate B work. Ask any member of that Mac team. They will tell you it was worth the pain.

When one early employee wanted to see the company's organization chart, Noyce made an X in the center of a page and then drew a bunch of other Xs around it, with lines leading to each. The employee was at the center, and the others were people he would be dealing with.

But we have far fewer tales of collaborative creativity, which is actually more important in understanding how today's technology revolution was fashioned.

The ideas that come from me and my team would have been completely irrelevant, nowhere, if Steve hadn't been here to push us, work with us, and drive through all the resistance to turn our ideas into products.

I've been on the cover of 'Time' magazine three times, not for my beauty but because what I was doing was newsworthy around the world. I've worked with teams all my life, but I've been nice and I've been kind.

researcher Charles Handy at the London Business School concluded: Trust gives people a sense of belonging. When people feel they're active members of their work community—not merely hired help—they become interested in the company's future and willingly dedicate their time and talent.119

Contrary to popular belief, there most certainly is an "I" in "team." It is the same "I" that appears three times in "responsibility."