Janet Fitch Quotes

What I've learned is that unless it's an emergency, like a fire or brain surgery, hierarchy is not necessary and may be damaging. If you have a hierarchy, you're repeating the strengths and weaknesses of one person without allowing for the accumulative strength of a group.

When we get together and rehearse, which is always living with each other, we always talk about what would make it better, what would mean more, what would say more. So we're always improving and growing.

Teams are often pretty clear about what they can do or are willing to do.

When you form a team, why do you try to form a team? Because teamwork builds trust and trust builds speed.

Any committee is only as good as the most knowledgeable, determined and vigorous person on it. There must be somebody who provides the flame.

When a team outgrows individual performance and learns team confidence, excellence becomes a reality.

We know they are doing their job in committee, that they are brilliant men, smart men, and that they are on the job all the time. We're just human beings down here-all different. We take all these things into consideration. You can't help it.

Most decisions are not binary, and there are usually better answers waiting to be found if you do the analysis and involve the right people.

I believe in discussing very thoroughly what should be the goal. When discussing it, I allow others to give their views.

McLaren was a risky project because they were completely new, but we are one team - we win and we lose together.

The way I feel about rehearsals is that the best idea wins.

In our group, it was a necessary requirement that one has to be able to collaborate.

The important thing, I think, going into any organization, is that all of the principles, all of the decision-makers are pointed in the same direction, with the same motives, the same desires, and then you have a chance.

Mistakes happen because so many minds work on one film.

On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.

I'm a big fan of having a team with different thoughts and backgrounds and experiences; that makes for a better enterprise and better decision-making.

If you're going to start a group, make sure the people you're starting it with are in sync.

If you are trying to get people to work on a problem together, it's best if they don't know where you, as the supervisor/manager, stand on the question.

Collaborative decision-making is very poor in crises.

For when two Join in the same adventure, one perceives Before the other how they ought to act; While one alone, however prompt, resolves More tardily and with a weaker will.

I am most heartened when I'm talking to a team when they're reasoning to each other.

Effective teamwork begins and ends with communication

To me, teamwork is a lot like being part of a family. It comes with obligations, entanglements, headaches, and quarrels. But the rewards are worth the cost.

In music, as you develop a theme or musical idea, there are many points at which directions must be decided, and at any time I was in the throes of debate with myself, harmonically or melodically, I would turn to Billy Strayhorn. We would talk, and then the whole world would come into focus. The steady hand of his good judgment pointed to the clear way that was fitting for us. He was not, as he was often referred to by many, my alter ego. Billy Strayhorn was my right arm, my left arm, all the eyes in the back of my head, my brainwaves in his head, and his in mine.

When management and labor (employer and employee) both understand they are all on the same side, then each will prosper more.