Team members have to hold each other accountable. If there's a meeting, all members have to commit to be present and to help one another; they can't just check out when they feel they're not getting any benefits.
Interpretation
Effective teamwork requires mutual accountability and commitment from all members.
This quote emphasizes the importance of accountability within a team, suggesting that all members should actively participate and support each other during meetings. It calls for a collective commitment that goes beyond individual benefits, fostering a more engaged and collaborative environment.
In practice
In a workshop on team dynamics, this quote can be used to highlight the importance of accountability among team members.
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.
This power ought to be coextensive with all the possible combinations of such circumstances; and ought to be under the direction of the same councils which are appointed to preside over the common defense.
Anytime you get an award as a coach, you've got to be the ultimate fool to think it wasn't your assistant coaches and all the players responsible for the award.
The best leaders... almost without exception and at every level, are master users of stories and symbols.
It is not enough to have a talented designer; the management must be inspired too. The creative process is very disorganised; the production process has to be very rational.
On good teams coaches hold players accountable, on great teams players hold players accountable
When the enemy is driven back, we have failed, and when he is cut off, encircled and dispersed, we have succeeded.
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