A Quote by John Wooden
Make sure that team members know they are working with you, not for you.
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You need to make sure you hire people who are capable of being strong team players. Team members should fit the company's culture, be committed to the team, and be capable of being genuinely vulnerable and selfless.
When team members openly and passionately share their opinions about a decision, they don't wonder whether anyone is holding back. Then, when the leader has to step in and make a decision because there is no easy consensus, team members will accept that decision because they know that their ideas were heard and considered.
Make sure that the people at the top are working together and there aren't divisions of labor. Don't have people working in silos; have them working across the team.
Business is a battlefield. You need to be able to go to battle with your team members. Like the military. Know them, trust them, and know who you're working with.
I learnt from an early age this need to delegate responsibility out to other team members as there is just too much for one person to do themselves. What is the point of hiring talented team members if you don't give them the freedom to make the most of the chance you have given them?
I'm not the geek in the family: I'm the organizer. But what I do know is that we have a very terrific team of consultants, former federal cybersecurity experts who are working with us to make sure we have a very safe system.
We strive for a culture of constant communication. Team members know in real time if there are performance issues. Team leaders know in real time if a team member is unhappy.
When overpowering authority or leadership intervenes in a team, it can affect the team by (1) throwing the team off track, (2) decreasing the motivation of the team, (3) reducing the commitment of the team members, and (4) causing more problems than solutions.
I like working with people who are passionate about what I'm doing. I'm super passionate about music, so I want to make sure my colleagues and people on my team are the same, as well. I'm a very hands-on artist, so I don't give my work to my team.
The team doctor, the team trainers, they work for the team. And I love 'em, you know. They're some good people, you know. They want to see you do good. But at the same time, they work for the team, you know. They're trying to do whatever they can to get you back on the field and make your team look good.
Members of your family might say they are working hard all day long, while you are off at school or clarinet lessons, but the only way to know this for sure is to follow them at a discreet distance.
Healthier team members get a bigger food discount. We give our sickest team members an option to go through what we call the Total Health Immersion, where we take them off for a week, and we do intensive diet-and-lifestyle education.
I could've had moments when I could've said, "You know what? Let me make another film; this is taking a long time to get distributed." It can be difficult to stay passionate. You have to be that passionate and be prepared for it to get what it deserves. Make sure you have a really good team going in at the beginning and don't have people in your team that aren't there 100%.
I see it as one of my jobs to make sure that, it sounds ridiculous, but to make sure the folks are eating, make sure folks are getting enough fluids, make sure folks are, you know, comfortable in the orbiter.
I don't know how far, I don't know where I'm going to be or where I'm going to go, but I know this - if a team comes to grab me, I know they're going to get a special player, and I'm ready to show them what I can do and make sure I can contribute.
I've been working to make sure that we've got adequate transportation. I've been working to make sure that we can afford energy within our villages and in our communities.
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