Find author, FAQ, image, and usage of quote-Teams thrive when goals are shared, credit is shared, and information is shared.
It’s the absolute bedrock of high-performing teams. Forget the fancy frameworks for a second, if you get this right, everything else becomes so much easier.
Table of Contents
Meaning
This is about dismantling silos and creating a single, unified organism out of a group of individuals. It’s the recipe for moving from a me culture to a we culture.
Explanation
Let’s break this down because it’s a three-part harmony, not just one note. Shared goals mean everyone is rowing in the same direction, you’re not fighting against each other’s agendas. Shared credit is the magic dust that makes people want to row harder, it builds trust and kills resentment. And shared information? That’s the water you’re all rowing on. Without it, you’re just paddling in the dark, wasting energy. I’ve watched teams transform when a leader finally starts being transparent with data and context. It’s like giving everyone a map instead of just shouting go that way!
Summary
| Category | Business (34) |
|---|---|
| Topics | goals (3), teamwork (4) |
| Mood | positive (10) |
Origin & Factcheck
| Author | Dale Carnegie (86) |
|---|---|
| Book | The Leader In You (12) |
About the Author
Dale Carnegie, an American writer received worldwide recognition for his influential books on relationship, leadership, and public speaking. Among his timeless classics, the Dale Carnegie book list includes How to Win Friends and Influence People is the most influential which inspires millions even today.
Official Website |Facebook | X | Instagram | YouTube |
Quotation Source:
| Teams thrive when goals are shared, credit is shared, and information is shared |
| Publication Year/Date: 1993 (first edition) ISBN/Unique Identifier: 9781501181962 (Gallery Books 2017 reprint); also 9780671798093 (early Pocket Books hardcover) Last edition. Number of pages: Common reprints ~256 pages (varies by printing). |
| Chapter 7 Teaming Up for Tomorrow, Unverified – Edition 2017, page range ~83–98 |
Context
In the book, this isn’t presented as some abstract ideal. It’s positioned as a practical, non-negotiable behavior for modern leaders. The context is all about moving away from the old-school, command-and-control model and towards one of empowerment and collaboration. It’s the core of what makes human-centric leadership work.
Usage Examples
- For a Team Leader: In your next project kickoff, don’t just state the goal. Facilitate a conversation where the team co-creates the key results. And when you get positive feedback from a client, forward the email to the whole team and explicitly name everyone’s contribution.
- For an Individual Contributor: Be the one who shares information freely. Found a useful shortcut? Share it in the team channel. Learned something from a mistake? Do a quick write-up. You become a linchpin of trust.
- For Company Leadership: This is your cultural playbook. Reward collaborative behavior, not just individual superstar performance. Make transparency a core value and back it up by openly sharing company performance metrics and challenges.
To whom it appeals?
| Audience | engineers (4), marketers (18) |
|---|---|
This quote can be used in following contexts: retrospectives,team charter creation,sprint kickoff,OKR rollouts,cross team updates,hackathon rules
FAQ
Question: What if one team member doesn’t hold up their end but still expects shared credit?
Answer: Ah, the classic free-rider problem. This is where shared goals and shared information come to the rescue. In a truly transparent team, performance (or lack thereof) is visible to everyone. The peer pressure and collective desire to hit the shared goal often self-corrects this. If it doesn’t, it’s a management issue, not a flaw in the principle.
Question: Isn’t sharing all information a security risk or inefficient?
Answer: Great point. It’s not about sharing everything indiscriminately. It’s about defaulting to transparency. Err on the side of sharing, but of course, use common sense with sensitive HR or financial data. The inefficiency isn’t in sharing; it’s in the massive inefficiency of people working with incomplete or wrong information.
Question: How do you start implementing this if your current culture is very siloed?
Answer: Start small. Pick one project, one team. Be the catalyst. Over-communicate the goal, celebrate small wins as a team, and share one piece of information you normally wouldn’t. It’s contagious. Success in one area creates a blueprint others will want to follow.
No similar quotes found.