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…to identify the factors that distinguish teams with high performance and well-being, the most important differentiator isn’t who is on the team or even how meaningful their work is. What matters most is psychological safety.
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209 |
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…changing the culture of an entire organization is daunting, while changing the culture of a team is more feasible.
|
212 |
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…most people in an organization don’t work alone. They work in teams, strictly or loosely defined. And a team’s performance is emphatically not determined solely by the abilities of its members individually.
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136 |
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Turning groups of great individuals into great teams is a discipline in itself, which also operates on the principles of great performance.
|
136 |
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Organizations that are the most successful at building team performance are especially skilled at avoiding or addressing potential problems that are particularly toxic to the elements of deliberate practice…
|
137 |
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Trust is the most fundamental element of a winning team.
|
139 |
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Just as great individual performers possess highly developed mental models of their domains, the best teams are composed of members who share a mental model…
|
141 |
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…one of the most consistent findings in the research is that nobody makes the journey alone.
|
167 |
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When big, shared goals take hold, it’s because they are seen to be working. People who join the team feel that they and their peers are accomplishing great things.
|
195 |
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Bosses need to be clear thinkers, decisive actors, powerful builders of teams, and morally sound leaders.
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223 |
