Trust is knowing that when a team member does push you, they're doing it because they care about the team.
Interpretation
Trust within a team fosters collaboration and understanding, particularly when constructive criticism is offered.
This quote emphasizes the importance of trust in a team dynamic. When team members challenge each other, it should be understood that they are acting from a place of care for the team's overall success. Trust allows individuals to feel secure in expressing concerns or pushing others to do better, knowing that the intention is rooted in a shared commitment to the teamβs goals.
In practice
This quote can be used during a team-building workshop to emphasize the importance of trust.
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.
While you cannot deliver policies without principles, you cannot deliver principles without having power. You have quickly to move to a stage where, emphasising your principles, you build a programme, then call for popular support.
Having more women in company boards, in senior management, supervisory positions and workers in the formal sector is not only the right thing to do, but the smart thing to do. It's good for the bottom line.
I talked to the players and tried to make them aware of what was good and bad, but I didn't try to run their lives.
If you're interested in the job and in the kind of work that's done, you have to have an interest in who's going to fill your shoes.
Power is like being a lady... if you have to tell people you are, you aren't.
The cost of leadership is self-interest.
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