Effective teamwork will not take the place of knowing how to do the job or how to manage the work. Poor teamwork, however, can prevent effective final performance. And it can also prevent team members from gaining satisfaction in being a member of a team and the organization.
Teamwork appears most effective if each individual helps others to succeed, increasing the synergy of that team; ideally, every person will contribute different skills to increase the efficiency of the team and develop its unity.
You can take a team of absolute all-stars in terms of their native abilities, but if they are not working together, they are much less effective than a team where there is less native ability but a higher degree of teamwork and cohesion.
That whole concept of team and teamwork and team first - that's how Israel, in my opinion, has survived in the Middle East.
You can talk about teamwork on a baseball team, but I'll tell you, it takes teamwork when you have 2,900 men stationed on the U.S.S. Alabama in the South Pacific.
Teamwork is neither "good" nor "desirable." It is a fact. Wherever people work together or play together they do so as a team. Which team to use for what purpose is a crucial, difficult and risky decision that is even harder to unmake. Managements have yet to learn how to make it.
There's a misconception about teamwork. Teamwork is the ability to have different thoughts about things; it's the ability to argue and stand up and say loud and strong what you feel. But in the end, it's also the ability to adjust to what is the best for the team.
If you take out the team in teamwork, it's just work. Now who wants that?
Team members who feel threatened but who are not aware of it become rigid - and that stops teamwork.
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).
I kick off every monthly team meeting with 'core value stories' - team members stand up and recognize how another team member exemplified a core value.
Teamwork is not always going to be split equally, and being able to work on a team without competing with your peers is an important skill to have. If you're that good, the other things you do independently will be seen, and over time it will be obvious that you're a winner.
Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.
Effective teamwork begins and ends with communication
Playing the sport has taught me about teamwork and how to be a good team player, social skills and most importantly, dedication.
If you think and achieve as a team, the individual accolades will take care of themselves. Talent wins games, but teamwork and intelligence win championships.
If you're going to preach dedication, work ethic, teamwork, unselfishness, and being part of a team to accomplish a common goal, you have to live it - you can't just talk about it.