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Teamwork Quotes

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Teamwork Quotes

“Neither the fanatics nor the faint-hearted are needed. And our duty as a Party is not to our Party alone, but to the nation, and, indeed, to all mankind. Our duty is not merely the preservation of political power but the preservation of peace and freedom. So let us not be petty when our cause is so great. Let us not quarrel amongst ourselves when our Nation's future is at stake. Let us stand together with renewed confidence in our cause -- united in our heritage of the past and our hopes for the future -- and determined that this land we love shall lead all mankind into new frontiers of peace and abundance.”

“There is immense power when a group of people with similar interests gets together to work toward the same goals.”

“The most productive, healthy and satisfying relationships are based, not on a quid pro quo but an ebb and flow of mutual support over time. Don’t just be a giver. Be an extremely helpful giver who demonstrates an awareness of what that person most needs.”

“Ah, we've had so many masters, Swine or eagle, lean or fat one: Some were tiers, some hyenas, Still we fed this one and that one. Whether one is better than the other: Ah, one boot is always like another When it treads upon you. What I say about them Is we need no other masters: we can do without them! Yes, the wheel is always turning madly, Neither side stays up or down, But the water underneath fares badly For it has to make the wheel go round. (Ach, wir hatten viele Herren Hatten Tiger und Hyänen Hatten Adler, hatten Schweine Doch wir nährten den und jenen. Ob sie besser waren oder schlimmer: Ach, der Stiefel glich dem Stiefel immer Und uns trat er. Ihr versteht, ich meine Dass wir keine andern Herren brauchen, sondern keine! Freilich dreht das Rad sich immer weiter Dass, was oben ist, nicht oben bleibt. Aber für das Wasser unten heisst das leider Nur dass es das Rad halt ewig treibt.)”

“Storytelling in a broader sense—giving clarity, meaning and motivation—is something that is relevant to every department in every industry, at every level. It is mission critical.”

“What daily life is like for “a multiple” Imagine that you have periods of “lost time.” You may find writings or drawings which you must have done, but do not remember producing. Perhaps you find child-sized clothing or toys in your home but have no children. You might also hear voices or babies crying in your head. Imagine that you can never predict when you will be able to have certain knowledge or social skills, and your emotions and your energy level seem to change at the drop of a hat, and for no apparent reason. You cannot understand why you feel what you feel, and, if you are in therapy, you cannot explore those feelings when asked. Your life feels disjointed and often confusing. It is a frightening experience. It feels out of control, and you probably think you are going crazy. That is what it is like to be multiple, and all of it is experienced by the ANPs. A multiple may also experience very concrete problems, even life-threatening ones.”

“However, more important to all of that: the players played the game as a true team. There are many teams in baseball, but not all play as a team. Many merely play as a group of talented athletes, which is a huge difference over the course of a long season.”

“Why did these men fight? The answer is simple. We were ordinary people molded into Marines. The same can be said of those who served in the army. We all had the proper upbringings of common folk, when you have a task to do, you work hard, give it your best and get the job done. We came from different backgrounds; however, we became a team, moving and fighting as if we had known each other all of our lives. All of us have bonded for life and still keep in touch by phone, letters, and visits. If anyone of the second squad needs help you can be sure the rest of the squad would be there. All of those I have kept in touch with have been successful in the life endeavors they chose. "Not one of them is bitter about giving up two years of their life to 'Serve Their Country'" -George E. Krug”

“All those posters and PSAs and health class presentations on body image and the way you can burst blood vessels in your face and rupture your esophagus if you can’t stop ramming those sno balls down your throat every night, knowing they’ll have to come back up again, you sad weak girl. Because of all this, Coach surely can’t tell a girl, a sensitive, body-conscious teenage girl, to get rid of the tender little tuck around her waist, can she? She can. Coach can say anything. And there’s Emily, keening over the toilet bowl after practice, begging me to kick her in the gut so she can expel the rest, all that cookie dough and cool ranch, the smell making me roil. Emily, a girl made entirely of donut sticks, cheese powder, and haribo. I kick, I do. She would do the same for me.”

“That's how a team works. You help the people around you, and everybody's better off for it. The crazy thing is that most of those guys wanted to be astronauts, too, but they never saw it as a competition. We were on the same team, where you want everyone around you to be as successful as possible, because in some way or another their success will become your success. It's good karma - what goes around comes around.”

“All together, these powers and abilities combine to face an enemy that depends on you believing that it cannot be defeated. But we know that it can. Every person in this crowd is dedicated to stories about overcoming impossible odds and telling people that, in the depths of despair, there is always hope. And no matter what you are facing, when you face it together, you are unstoppable.”

“All the evidence from the science of complexity says that given certain clear parameters...communities or teams will become self-organizing. They will be attracted to certain flowing states of organization natural to the people who make them up. In complexity theory, these flowing states are poetically called strange attractors. ... A work team made up of collaborating individuals would...have, if you could measure and plot creativity, failure, and success, a strange attractor that depicted the edges and patterns of the team's behavior. This pattern would be constrained by the forces operating within the company and outside in the market, but it would be most affected by the focus and vision of the team. A strong vision and purpose acts as a kind of strange attractor, allowing individual creativity while acting as a natural constraint to behavior that is detrimental to the team. Without repressive rules, then, a cohesive team with a strong sense of its mission, ethics, and tasks can be allowed a lot of leeway to develop its own approach to problems.”

“The struggles we endure today will be the ‘good old days’ we laugh about tomorrow.”

“Keeping the locus of responsibility in the one who owns the problem is important because: First, leaders who get team members to solve their own problems are making a sound investment that will pay off with many benefits: their team members will become less dependent on them, more self-directing, more self-sufficient, and more capable of solving problems on their own.”

“Working together for a great mission is very fulfilling!”

“I recently consulted to a therapist who felt he had accomplished something by getting his dissociative client to remain in her ANP throughout her sessions with him. His view reflects the fundamental mistake that untrained therapists tend to make with DID and DDNOS. Although his client was properly diagnosed, he assumed that the ANP should be encouraged to take charge of the other parts at all times. He also expected her to speak for them—in other words, to do their therapy. This denied the other parts the opportunity to reveal their secrets, heal their pain, or correct their childhood-based beliefs about the world. If you were doing family therapy, would it be a good idea to only meet with the father, especially if he had not talked with his children or his spouse in years? Would the other family members feel as if their experiences and feelings mattered? Would they be able to improve their relationships? You must work with the parts who are inside of the system. Directly.”