Quotes about Team Collaboration

Directors are the fulcrum of the movie. They guide us well, not merely rein actors in. Whenever we stray, they bring us back on track.

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

I feel like one of my strengths is passing.

Every single player needs that eye-to-eye connection, I'm sure. They want to know what is expected of them, but it's not just me telling them what to do. It's about asking, 'What are your strengths? What do you feel? What can you give to the team?'

My strengths, I think, are that I deal really well with people. I like people. I'm fascinated by how they work so I'm good at handling situations between departments on set or pre-production or post.

As a defence, we have to strive for that clean sheet while also giving the attacking players the licence to go and create.

I'm strong-willed, but that doesn't mean I can't work with people if we're all in the mission of trying to make a good movie.

I'm not one of these guys who begins the day thinking about what kind of an impact I can have. I instead think about it as what kind of work are we going to do today, how can we make the broadcast better, how can we work as a team, how can we draw on the resources of CBS overall and use them to make the 'Evening News' that much stronger.

As a player I was taught the importance of working four or five passes within your team and then stretching the play. That's something I believe in strongly as a coach.

I always look at it that I work with my employees as opposed to them working for me.

Having captained India for long, it is habitual to discuss with my mates and assess the bowling changes, the bowling changes, the field setting that the opposing captain would do.

I think 'director' is a very broad term. I like to think of myself as the head collaborator, not the director, because I think, for a lot of people, 'director' connotes giving orders and telling people what to do.

As I found while leading special operations forces in Iraq and Afghanistan, if the problem is interconnected, your organization must be, as well.

You have to, in your own life, get people to want to work with you and want to help you. The organizational chart, in my opinion, means very little. I need my bosses' goodwill, but I need the goodwill of my subordinates even more.

When you look at organizations that work, everyone is on the same page as far as what they are doing.

You can't win if nobody catches the ball in the outfield. You're only as good as the team you have behind you.

I tell my engineers that they should not overload me with information.

In a lot of aspects it's cooler that we don't have a lot of really overly famous people in the band.

There is no such thing as "healthy" competition within a knowledge organization; all internal competition is destructive. The nature of our work is that it cannot be done by any single person in isolation. Knowledge work is by definition collaborative. The necessary collaboration is not limited to the insides of lowest-level teams; there has to be collaboration as well between teams and between and among the organizations the teams belong to.

IBM actually followed the recommendations and built a workplace where people can work. (We predict this company will go far.)

The project workers are the ones most familiar with the territory of the project. If a given direction doesn't make sense to them, it doesn't make any sense at all.

most of a leadership team's objectives should be collective ones.

No action, activity, or process is more central to a healthy organization than the meeting.

When team members trust one another, when they know that everyone on the team is capable of admitting when they don't have the right answer, and when they're willing to acknowledge when someone else's idea is better than theirs, the fear of conflict and the discomfort it entails is greatly diminished. When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer. It is not only okay but desirable.