A Quote by Mike Krzyzewski
When you first assemble a group, it's not a team right off the bat. It's only a collection of individuals
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The fact that cognitive diversity matters does not mean that if you assemble a group of diverse but thoroughly uninformed people, their collective wisdom will be smarter than an expert's. But if you can assemble a diverse group of people who possess varying degrees of knowledge and insight, you're better off entrusting it with major decisions rather than leaving them in the hands of one or two people, no matter how smart those people are.
Almost nothing worthwhile is easy, and it's hard to just jump in and be good at something difficult right off the bat... The only reliable way to succeed at anything is to actually do it, repeatedly, with concentrated effort. True for individuals, and true for organizations. Athletes, artists, businesses.
A boardroom is a collection of individuals, and individuals have varying motives, egos, agendas and qualifications. Sometimes the dynamics can go off track.
Losers assemble in small groups & complain, winners assemble as a team & find ways to win.
I struck out with two men on base. I was so angry, so frustrated, I turned and without even thinking about it, snapped my bat over my thigh. The bat split right in half. Afterward, reporters asked me if it was the first time I'd ever broken a bat over my thigh. "I broke an aluminum bat over my knee in college," I said. (I was just kidding).
A collection of strong-minded individuals who have learned how to dismiss mistakes, disappointments and problems in their personal life make up a strong team. If the majority of the team have that then, as a unit, you are almost impossible to beat.
There is a whole separate filmmaking team that's doing it, but that's part of what's great about the Brain Trust and about the inspiring leadership of John Lasseter. He leaves it up to that creative group of individuals to help each other elevate each thing that they're working on to only try to make it better and to share what you've learned on the first one.
Psychologists usually offer three explanations for the failure of group brainstorming. The first is social loafing: in a group, some individuals tend to sit back and let others do the work. The second is production blocking: only one person can talk or produce an idea at once, while the other group members are forced to sit passively. And the third is evaluation apprehension, meaning the fear of looking stupid in front of one's peers.
That's important to remember: it's not just a collection of great individuals but a group of people who enjoy playing in the sandbox, thoroughly enjoying collaborative problem solving.
Putting on the same jerseys doesn’t make a team. You’re still just a collection of individuals until you find a common goal.
I say all the time that when you first meet me, you know three things right off the bat: I'm Nigerian, I love to laugh, and I love Jesus.
There is really nothing that can be done except by an individual. Only individuals can learn. Only individuals can think creatively. Only individuals can cooperate. Only individuals can combat statism.
The Chinese began with the assumption that the group is the fundamental unit of reality. Individuals? Sure, we can factor them out from their groups, but let us not think that they as individuals have any viability apart from their group.
The best teams are team in any sport that lose themselves in the team. The individuals lose their identity. And their identities come about as a result of being in the team first.
For a product to carry a health claim on its package, it must first have a package, so right off the bat it's more likely to be processed rather than a whole food.
A demanding performance challenge tends to create a Team. In any situation requiring a combination of multiple skills, experiences and judgments, a team inevitably gets better results than a collection of individuals. Teams provide the kind of responsiveness, speed, on-line customization and quality that is beyond the reach of individual performance.
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