Professional Documents
Culture Documents
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Preface, page V ʹ ͞If you want to grow and become the best person you can be, you͛ve got to be
intentional about it.͟
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^ he Value of eamwork:
͞here are no problems we cannot solve together, and very few that we can solve by
ourselves.͟ -President Lyndon Johnson
eams share credit for victories and the blame for losses. his fosters genuine humility
and authentic community. Individuals take credit and blame alone. his fosters pride
and sometimes a sense of failure.
^ 0hy Do 0e Stand Alone? :
D go) So the question is not whether you can do everything by yourself; it͛s how soon
you͛re going to realize that you can͛t.
DInsecurity) ͙͞only secure leaders give power to others.͟
DInsecurity) ͞0e should not only use all the brains we have, but all that we can borrow.͟
-President 0oodrow 0ilson
Demperament) If you do everything alone and never partner with other people, you
create huge barriers to your own potential.
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^ eamwork ruths:
eamwork divides the effort and multiplies the effect:
*etter results from less work
alent wins games, but teamwork wins championships
eamwork is not about you:
he true measure of a leader is getting people to work hard together.
͞In order to have a winner, the team must have a feeling of unity. very player must
put the team first ahead of personal glory.͟ -Paul ͞*ear͟ *ryant
͞If a team is to reach its potential, each player must be willing to subordinate his
personal goals to the good of the team.͟ -*ud 0ilkinson
͞he freedom to do your own thing ends when you have obligations and
responsibilities. If you want to fail yourself ʹ you can ʹ but you cannot do your own
thing if you have responsibilities to team members.͟ -Lou Holtz
͞eamwork requires that everyone͛s efforts flow from a single direction. Feelings of
significance happen when a team͛s energy takes on a life of its own.͟ -Pat Riley
üreat eams Create Community:
0hen a team shares a strong sense of community, team members can resolve
conflicts without dissolving relationships.
Adding Value o Others Adds Value o You:
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If you desire to succeed, then live by these four simple words:
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^ 0hat Is Your verest? :
If you have a dream, you need a team to accomplish it.
How do you approach the task of putting together a team to accomplish your dream? I
think the best way to start is to ask yourself three questions:
͞0hat is my dream?͟ ʹ tells us what could be
͞0ho is on my team?͟ ʹ tells us what is
͞0hat should my dream team look like?͟
^ How to ürow a eam:
Develop eam Members:
If you͛re leading the team, then one of your most important responsibilities is to see
the potential that people don͛t see in themselves, and draw it out. 0hen you
accomplish this, you͛re doing your job as a leader.
Add Key eam Members:
Sometimes all the team needs is one key person with talent in an area to make the
difference between success and failure.
Change the Leadership:
he challenge of the moment often determines the leader for that challenge.
If your team is facing a big challenge, and it doesn͛t seem to be making any progress
͞up the mountain͟, then it might be time to change leaders. here may be
someone on the team more capable for leading during this season.
Remove Ineffective Members:
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^ he Leaders Daily Dozen:
Place a High Value on People:
You only commit yourself to things you value. And fundamentally, if you don͛t value
people, you will never create a culture that develops leaders.
Commit Resources to Develop People
Place a High Value on Leadership:
As yourself if you place value on leadership in your organization or team
Look for Potential Leaders:
en characteristics of leaders according to John C. Maxwell:
Make things happen
See opportunities
Influence the opinions and actions of others
Add value to you
Draw winners to them
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^ o *ecome More Selfless͙.
Promote Someone Other han Yourself
ake a Subordinate Role
ry out letting others go first, putting their needs ahead of yours
üive Secretly
͞You have not lived today successfully unless you͛ve done something for someone
who can never repay you.͟ ʹ 0riter John *unyan
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^ How to Invest in eam *uilding:
Make the Decision to *uild a eam
his is the first step and it takes commitment
üather the *est eam Possible
he very best people possible for you to succeed
Pay the Price to Develop the eam
You have to set aside your personal time, money, and agenda investing in the team
to totally commit.
Do hings ogether as a eam
͞ ven when you͛ve played the game of your life, it͛s the feeling of teamwork that
you͛ll remember. You͛ll get the plays, the shots, and the scores, but you͛ll never
forget your teammates.͟
Community like is described above is developed by spending time with and getting
to know each other.
mpower eam Members with Responsibility and Authority
his helps build up leaders on the team
üive Credit for Success to the eam
eam morale will be built by celebrating accomplishments as a team
A leader takes the blame, but never the credit. If you do this, your team will always
fight for you!
0atch to See hat the Investment in the eam Is Paying Off
You want to make sure you see progress, fast or slow, so you know you are getting a
return on your investments.
Create Opportunities for the eam
Always present new challenges to your team to help their growth
üive the eam the *est Possible Chance to Succeed
͞Coming together is a beginning. Keeping together is progress. 0orking together is
success.͟ ʹ James . Hunton
͞0here there͛s a will there͛s a way; where there͛s a team, there͛s more than one
way.͟
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^ Your eam Is Êot for veryone:
Êot veryone 0ill ake the Journey:
If they don͛t want to go along, thank them kindly and move on
Êot veryone Should ake the Journey:
If they have different agendas than what your team has, and won͛t buy in, you
should exclude them from the journey.
Êot veryone Can ake the Journey:
his is a simple case of whether or not someone is capable of taking the journey.
Some people simply don͛t have the ability.
0hat can you do about weak links on your team?
You need to train them or trade them.
People will often rise to your level of expectations. üive them hope and training
and they usually improve
^ he Impact of a 0eak Link:
As a team leader, you can never avoid dealing with weak links
he Stronger Members Identify the 0eak One
If you have strong people on your team, the weak members will easily stick out.
he Stronger Members Have to Help the 0eak One
If you have team players, then they will help the weaker members
he Stronger Members Come to Resent the 0eak One
If the weak members are a constant drag, the others will resent them for their lack
of effort and commitment.
he Stronger Members *ecome Less ffective
You cannot always carry the load for the weaker team members
he Stronger Members Question the Leaders Ability
You lose the respect of the best when you don͛t deal properly with the worst.
^ Strengthening the Chain:
he power and momentum of a team can carry a weak link for awhile, but not forever.
In terms of interactions between a weaker person and stronger person, the weaker
usually controls the relationship.
he person who is stronger has to constantly wait and help the weaker, which
controls what happens along the path.
If you have to remove someone from your team, be discreet, be honest, be clear, and be
brief. Afterwards, be honest with the rest of the team and respect the person that you
cut ties with.
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^ 0hen you compete with your teammates, you want to try and complete them.
Organizations first, develop trust, think win-win, include others, etc.
^ 0inning at all costs will only cost you with your peers. If you are trying to beat them, you
will not be able to influence them effectively.
^ How to *alance Competing and Completing:
Acknowledge Your Êatural Desire to Compete
Make sure and channel your competitiveness in a POSIIV 0AY
mbrace Healthy Competition
It brings out your best
It promotes honest assessment
It creates camaraderie
It doesn͛t become personal
Put Competition in Its Proper Place
Channel it correctly in the right direction
Know 0here to Draw the Line
Êever ͞go for the throat͟ with your peers because it will alienate them.
Anytime it will lower morale, it is ineffective.
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*asically this refers to resisting the urge to keep pushing your ideas if you know they are
not the best on the table.
^ Ideas: he Lifeblood of an Organization:
0hat Leads to the *est Ideas?
eam Leaders Listen to All Ideas
eam Leaders Êever Settle for Just One Idea
eam Leaders Look in §nusual Places for Ideas
eam Leaders Don͛t Let Personality Overshadow Purpose
Don͛t let the personality of those you are working with cause you to lost sight of
the purpose of your team/organization. You want to add value to your team
and advance your organizations.
Make sure if you have to reject an idea, you reject the idea and not the person
eam Leaders Protect Creative People and heir Ideas
*ecome a fan of creative people and what they can bring to the table.
eam Leaders Don͛t ake Rejection Personally
Have passion for your ideas and have integrity to stand up for them, but know
when to compromise.
Your motivation should not be to win friends and influence others, but if you let the best
idea win, you will win friends and influence people that way͙positively.