 |
Our goal, as leaders, is to ensure that our people have the skills – technical skills, human skills or leadership skills – so that they are equipped to work to their natural best and be a valuable asset to the team.
|
113 |
 |
Only when a team member proves uncoachable – is resistant to feedback and takes no responsibility for how they show up at work, should we seriously consider removing them from the team.
|
114 |
 |
Teams naturally ostracize or keep at arm’s length the member they don’t trust.
|
114 |
 |
The most anxiety-inducing place to be is alone – where we feel we have to protect ourselves from the people on our own team.
|
119 |
 |
Strongs relationships are the foundation of high-performing teams. And all high-performing teams start with trust.
|
127 |
 |
If we want healthy, productive teams and projects, crucial conversations must be had frequently.
|
103 |
 |
Never negate the power of the team, and you’ll be a team player of note as well as power.
|
012 |
 |
Good product managers… are not part of the product team; they manage the product team.
|
111 |
 |
Being effective in a company also means working hard, being reliable, and being an excellent member of the team.
|
165 |
 |
A company is a team effort and, no matter how high an employee’s potential, you cannot get value from him unless he does his work in a manner in which he can be relied upon.
|
167 |
