Team Productivity Quotes

If employees aren't satisfied, they won't promote the product we need.

I've always found that the speed of the boss is the speed of the team.

A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.

A small team of A+ players can run circles around a giant team of B and C players.

The time you spend with your best (employees) is, quite simply, your most productive time.

Organize as much as possible around teams, to achieve enhanced focus, task orientation, innovativeness, and individual commitment.

Nobody can do everything well, so learn how to delegate responsibility to other winners and then hold them accountable for their decisions.

It's difficult to get large groups of people, to the extreme levels of focus and productivity that you need, for a startup to be successful.

In the end an organization is nothing more than the collective capacity of its people to create value.

You’ve got to give great tools to small teams. Pick good people, use small teams and give them great tools so that they are very productive in terms of what they are doing.

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.

As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.

Each of us must make the effort to contribute to the best of our ability according to our individual talents. And then we put all the individual talents together for the highest good of the group. Understanding that the good of the group comes first is fundamental to being a highly productive member of a team.

Expect the best from your people and they will usually deliver but your expectations must be realistic.

In software you can't really add people and expect to get more done, because their ability to understand the program and what's going on it would require so much investment and all their work would require so much review that you'd be more likely to slow things down.

A lot of productivity is capturing ideas. I use a wiki - it's more valuable than e-mail for running a company - and I have a page for every person with whom I interact frequently.

I finished reading High Output Management by Andrew Grove, which had such valuable insights for leaders that I've been forcing managers at Duolingo to read the book.

As you grow, the productivity I think, goes down with the square of the number of employees if you don't make an effort.

Group discussion is very valuable; group drafting is less productive.

I do appreciate that the most important thing as manager is to get good results.

We need to make sure we have the best people we can in our operations, and that is a constant challenge. There is always room to improve.

Productivity is most important by engineering management rules, but enjoyment is most important for engineers. One stems from the other.

Unfortunately it's also true to say that good management is a bit like oxygen - it's invisible and you don't notice its presence until it's gone, and then you're sorry.

The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization.

You cannot be effective if those who work for you are not. So building their effectiveness ought to be a priority.