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“Getting clear on our value and our team members’ values will revolutionize our company and create lanes where none might have existed before--instead of a ten-person race, we start to develop a coordinated relay in which team members baton-toss to each other’s strengths instead of vying to run the whole stretch alone. Once everyone understands their value, we stop hustling for worthiness and lean into our gifts.”

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“When people’s ideas are invited and valued, when others ask and care what we think, when the expectation is that each of us will contribute and will continue to grow our own knowledge and skills, and improve our thinking, the culture begins to shift. Accountability becomes an internal force for excellence rather than an external monitor that carries a punitive connotation.”

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“If you have an idea and I have an idea and we exchange them, we then each have two good ideas. In other words, the more we share, the more we have. Our capacity to generate, share, and enact ideas becomes most valuable. In this way we learn to use influence with others rather than power over them.”

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“Building teams takes time. Teams need to figure out what they’re going to do together, why they're working together, and how they'll work together. Team members need time to develop relationships. We must prioritise time for team development if we want to accomplish our goals…”

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“Teams have great potential for solving hard problems in challenging contexts. They bring together more skill, knowledge, and experience to work than any single individual can.”

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The end product is only one part of what makes a great team, and you can’t be great if that’s all you do because process counts. A great team strengthens its way of working together as a unit, which sets it up for future success. The way the group works together and the group dynamics (e.g., how members communicate, how they manage conflict) fosters its ability to work together interdependent in the future. A great team periodically reflect on how its members are working together and used this reflection to improve its work.”

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“Teams have great potential for solving hard problems in challenging contexts. They bring together more skill, knowledge, and experience to work than any single individual can. They can integrate individual members’ diverse contributions into a creative problem…” 

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"Collaborative leaders recognize that in today's schools, one person cannot address the needs of all members of the school community. Empowering others to lead alongside the principal builds collegiality and shares opportunities for active participation in the improvement of the school."

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"...teacher leaders should never work alone... In fact, building relationships and collaborating with others are two key aspects of teacher leadership."

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“A signpost stands at a fork in the road. Pointing in one direction the sign says "Victory." Pointing in another direction, the sign says "Fulfillment." We must pick a direction. Which one will we choose? If we choose the path to Victory, the goal is to win! We will experience the thrill of competition as we rush toward the finish line. Crowds gather to cheer for us. And then it's over. And everyone goes home. (Hopefully we can do it again.) If we choose the path to Fulfillment, the journey will be long. There will be times in which we must watch our step. There will be times we can stop to enjoy the view. We keep going. We keep going. Crowds gather to join us on the journey. And when our lives are over, those who joined us on the path to fulfillment will keep going without us and inspire others to join them too.”

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"Leaders are not responsible for the results, leaders are responsible for the people who are responsible for the results.”

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“The best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.”