Members of great teams confront each other when they see something that isn't serving the team.
Interpretation
Great teams prioritize collective success over individual comfort by addressing issues directly.
The quote emphasizes the importance of open communication and accountability within teams. When members of a team witness behaviors or decisions that detract from the team's goals, it is their responsibility to speak up and address these issues, fostering a culture of transparency and trust that ultimately leads to success.
In practice
This quote can be used in a team-building workshop to highlight the importance of honest feedback.
I know that any group of people can become a team if they do the right things, but I came to realize over time that if you acquire or develop the right kind of people, that process of building a team is going to be much more effective and easier.
The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.
The kind of people that all teams need are people who are humble, hungry, and smart: humble being little ego, focusing more on their teammates than on themselves. Hungry, meaning they have a strong work ethic, are determined to get things done, and contribute any way they can. Smart, meaning not intellectually smart but inner personally smart.
Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.
Teamwork remains a sustainable competitive advantage that has been largely untapped because it is hard to measure (teamwork impacts the outcome of an organization in such comprehensive and invasive ways that it's virtually impossible to isolate it as a single variable) and because it is extremely hard to achieve (it requires levels of courage and discipline that few executives possess) - ironically, building a strong team is very simple (it doesn't require masterful insights or tactics).
Clients don't expect perfection from the service providers they hire, but they do expect honesty and transparency. There is no better way to demonstrate this than by acknowledging when a mistake has been made and humbly apologizing for it.
The twin sister to autonomy and freedom is responsibility and accountability. You cannot have one with out the other. If someone is given an area of responsibility, not only must they be set free to do it, they must also be held accountable for what they do. Accountability clarifies freedom. In the teams and companies where you see boundary confusion, power struggles, control, over-reaching of one's line of responsibility, you will also see lapses in accountability as well.
Regard your soldiers as your children, and they will follow you into the deepest valleys; look upon them as your own beloved sons, and they will stand by you even unto death.
I don't think that there's a hard-and-fast deadline. . . .What we have said all along is that this is not an open-ended process, we are not in this just to talk for talk's sake. . . . We expect prompt, concrete steps to be taken over the next couple of weeks.
The sublimity of administration consists in knowing the proper degree of power that should be exerted on different occasions.
The commander must be at constant pains to keep his troops abreast of all the latest tactical experience and developments, and must insist on their practical application. He must see to it that his subordinates are trained in accordance with the latest requirements. The best form of welfare for the troops is first-class training, for this saves unnecessary casualties.
We cannot build our own future without helping others to build theirs.
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