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O P I N I O N
Winning Super Bowls
J ust like the New England Patriots and the Philadelphia Eagles, great teams do not happen by accident. There has to be deliberate intention in investing in the team and a shared goal that is bigger than any one team member. The highest performing teams across all organizations have identifiable characteristics – great role clarity, tough love, and solid performance standards.
Great leadership is essential and skilled players critical. But it is always the quality of their interactions that matter most. Over the years, I’ve studied hundreds of teams in multiple industries, including sports. And on each team I’ve taken dozens of measurements, analyzed the “The difference between winning and losing, between good and great, between the championship ring and a hollow-sounding ‘better luck next year,’ is teamwork.”
In the two weeks leading up to the Feb. 4 game, sports fans, columnists, and analysts debated the strengths and weakness of each team every minute of every day until Super Bowl LII began. With Philadelphia coming out on top, post-game talk turned to the great performance of Eagles QB Nick Foles, and the benching of Patriots defensive back and former Super Bowl hero Malcolm Butler. Coaching, of course, was also a big part of the discussion after the game was over. The details matter – on any team, each individual’s talent contributes to team performance, as does the coaching – but the difference between winning and losing, between good and great, between the championship ring and a hollow-sounding “better luck next year,” is teamwork.
Linda Adams GUEST SPEAKER
See LINDA ADAMS, page 10
THE ZWEIG LETTER April 2, 2018, ISSUE 1242
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