 |
Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction.
|
083 |
 |
…you must invest as much energy into hiring as you expect the team to invest in their jobs.
|
083 |
 |
You need to be as unreasonable in how you build your team as you are in how you build your product or experience.
|
083 |
 |
You must be able to name for yourself why your work matters. And if you’re a leader, you need to encourage everyone on your team to do the same.
|
099 |
 |
A leader’s role isn’t only to motivate and uplift; sometimes it’s to earn the trust of your team by being human with them.
|
164 |
 |
…identify moments that recur in your business, and build a tool kit your team can deploy without too much effort.
|
210 |
 |
As hard as it is to hold yourself accountable publicly, it strengthens the bond between you and your team…
|
233 |
 |
If you call your team your family, you need to invest in them and give them opportunities to grow with you and your organization…
|
234 |
 |
Generally, the more closely bonded team members are to one another, the better inner work life will be across a team, and the greater their progress.
|
151 |
 |
…you ought to strengthen your strengths, because that’s how you become most valuable to your team.
|
117 |
