When I was twelve, I spent a summer in a small town where my family owned a grape farm. The vineyard stretched across rolling hills, its vines heavy with deep purple grapes—a place of beauty, but also of hard work. That summer, I learned a lesson about teamwork that has stayed with me ever since.

One morning, my father announced it was time to harvest. He gathered the family—parents, siblings, cousins—and assigned us roles. The older cousins cut grape clusters, while the younger ones, including me, collected them in baskets. My parents and aunts carried the baskets to storage, where my grandfather inspected the grapes for quality.

At first, I thought my job was easy: just pick up grapes and fill the basket. But as the sun rose, the heat became unbearable, and the baskets grew heavier. I lagged behind, and the pile waiting to be collected grew. Seeing my struggle, my older cousin offered to switch roles. I hesitated—I’d never used pruning shears—but with his encouragement, I tried. To my surprise, I enjoyed the precision of cutting, and my cousin’s quick hands made collecting easier. By day’s end, we had finished the harvest. I realized teamwork wasn’t just about doing my part, but about adapting, supporting one another, and working together.

That summer taught me that teamwork isn’t just about dividing up tasks—it’s about understanding each other’s strengths, stepping in when someone needs help, and sharing in the achievement together. The experience of working alongside my family in the vineyard planted a seed of understanding that continued to grow over the years. Later, when I read Jon Gordon’s The Power of a Positive Team, his message that “no one creates success alone” immediately brought me back to those hot summer days in my hometown. Gordon’s insights, along with the timeless prophetic teachings, all point to the same truth: when we work together with a shared purpose—whether in families, workplaces, or communities—not only do we achieve more, but we help lift one another up along the way.

The foundation: no one succeeds alone

Gordon’s foundational premise is simple yet profound: “No one creates success alone. We all need a team to be successful.” He illustrates this with examples ranging from Super Bowl-winning teams to groups launching rockets into outer space or performing open-heart surgeries. My vineyard memory echoes this: without my cousin’s willingness to switch roles, the harvest might have faltered.

This principle finds a powerful parallel in the life of Prophet Muhammad (peace be upon him), particularly in the construction of the Prophet’s Mosque (Masjid an-Nabawi) in Medina. After the challenging migration from Mecca, the Prophet faced the monumental task of uniting a fractured community. He didn’t assign the work to just a few skilled laborers; instead, he mobilized the Muhajirun (emigrants) and Ansar (helpers) into a cohesive team. Historical accounts, such as those from Ibn Hisham, describe him carrying bricks alongside his Companions, his hands dusty with the same labor (Ibn Hisham, 1955). This act wasn’t just practical—it was symbolic, forging bonds of trust and solidarity. The mosque became more than a place of worship; it was a hub of education, governance, and charity, a testament to what a united team can achieve.

The Qur’an reinforces this in chapter as-Saff (61:4) by illustrating the image of a team standing shoulder-to-shoulder, each member integral to the whole, like “a well-compacted building” (Unal, 2006). This wasn’t abstract theology for the Prophet; it was a lived reality. When a Companion suggested using a palm trunk as a pillar, the Prophet listened, adapting the plan collaboratively. This spirit of collective input mirrors my cousin’s suggestion to switch roles, showing that great teams thrive on mutual support and flexibility.

Gordon emphasizes that building such teams requires purpose, passion, and commitment. He wrote The Power of a Positive Team for teams to read together, fostering a shared understanding of what makes them great. This resonates with the Medina community’s collective ethos, where every member—from the poorest laborer to the Prophet himself—contributed to a vision beyond individual gain.

The power of positivity

Gordon’s second key insight is that positivity is a superpower for teams. He rejects “Pollyanna positivity”—a naive optimism that ignores reality—in favor of a gritty, purposeful optimism that confronts challenges head-on. John Gottman’s pioneering research on marriages offers a compelling parallel to team dynamics, showing that a five-to-one ratio of positive to negative interactions predicts success (Gottman, 1994). Through decades of observing couples, Gottman found that thriving relationships don’t eliminate conflict but overwhelm it with positivity—moments of kindness, appreciation, and support. When positive exchanges outnumber negative ones (like criticism or contempt) by at least five to one, couples build resilience, trust, and a buffer against stress. Below this ratio, negativity erodes connection, often leading to divorce. This “magic ratio” underscores Gordon’s point: positivity isn’t just feel-good fluff—it’s a measurable force for winning. In teams, as in marriages, frequent affirmations and constructive energy can transform challenges into opportunities, fostering unity where pessimism might fracture it. Gottman’s insight bolsters the idea that positivity, applied consistently, is a practical strategy for success across human endeavors.

During my sophomore year of college, I joined a group project in a literature class that quickly turned chaotic. Our team of five was tasked with analyzing a novel and presenting it to the class, but we couldn’t agree on anything—themes, roles, or even meeting times. Two weeks in, with the deadline looming, frustration peaked, and we were on the verge of giving up. I remembered my vineyard days and suggested we pause and share one thing we each liked about the book. It felt awkward at first, but as we talked, the mood shifted. One teammate, usually quiet, lit up discussing the protagonist’s resilience, sparking new ideas. I proposed we focus on that theme, and suddenly, roles clicked: he researched, I wrote, others handled visuals. Our presentation wasn’t perfect, but we delivered it with enthusiasm, earning praise for our unity. That experience taught me that positivity isn’t ignoring problems—it’s finding a spark to reignite the team, turning chaos into collaboration.

Gordon shares stories of teams he’s coached, like the Atlanta Falcons under Mike Smith, who adopted a “No Complaining Train” to maintain morale during grueling seasons. This practical application of positivity shows that optimism, paired with action, builds unstoppable teams.

Transforming negativity: a collective responsibility

Positivity isn’t passive; it requires weeding out negativity, Gordon insists. “One of the biggest mistakes teams make is that they ignore the negativity within their team,” he writes. He recounts working with the Jacksonville Jaguars in 2007, where Coach Jack Del Rio used The Energy Bus to confront “energy vampires,” leading to a playoff run. Similarly, Mark Richt at the University of Georgia curbed negativity with an “energy vampire” wall, turning a losing streak into ten consecutive wins.

The Prophet faced a parallel challenge during the Treaty of Hudaybiyyah in 628 CE. When the Quraysh barred the Muslims from Mecca and imposed a seemingly humiliating truce, Companions like Umar ibn al-Khattab voiced frustration (Ibn Hisham, 1955). Rather than reprimand them, the Prophet listened with empathy, explaining that God’s plan would unfold. His calm transformed their doubt into acceptance, and the treaty later enabled Islam’s peaceful expansion. Gordon’s three-step approach—confront, transform, or remove—mirrors this: transformation is ideal, but removal may be necessary.

Fethullah Gülen’s philosophy of service (hizmet) complements this: “A community that seeks to serve others must be a garden of positivity, where each member uproots the weeds of envy and plants seeds of compassion” (Gülen, 2004). In my vineyard, my cousin’s willingness to switch roles weeded out my negativity—my fear of failing—and fed my confidence. Gülen’s metaphor of a garden aligns with Gordon’s “weed and feed” strategy, emphasizing proactive cultivation of a positive culture. Gordon shares a school principal’s story: a negative teacher resigned, overwhelmed by a relentlessly positive staff.

A few years after college, I volunteered to help organize a fundraising gala for a local nonprofit. Our small team was passionate, but as the event neared, tensions flared. One member, usually reliable, grew pessimistic—grumbling about low RSVPs, tight budgets, and even the venue’s lighting. His negativity dampened our meetings, and others started doubting we’d pull it off. Reflecting on my vineyard days, I decided to shift the vibe rather than let it fester. I invited him to grab tea after a planning session and asked what was weighing on him. He confessed feeling overwhelmed by outreach calls and feared we’d fail. I suggested we split his tasks—another teammate took half his list. He softened, even laughed, and at our next meeting, he arrived with a list of confirmed donors instead of complaints. The gala went off beautifully, raising more than our goal, and our team bonded over the win. That experience taught me that negativity isn’t the enemy—it’s a signal. Listening and tweaking roles transformed his frustration into fuel, proving a team can thrive when we lift each other up.

Practical tools for a positive culture

Gordon offers concrete tools, like the “No Complaining Rule,” where complaints must come with solutions. Michael Phelps’ Olympic swim team enforced positivity, enhancing their 2016 Rio performance. Said Nursi’s Risale-i Nur adds a spiritual layer: “Complaining about the decree of God is a veil over the beauty of existence. Instead, seek the wisdom within it” (Nursi, 1996). During the Meccan boycott (617-619 CE), Prophet Muhammad rallied his clan to share scarce resources, reframing starvation as a test of solidarity (Al-Haythamī, 2000).

In my vineyard, if I’d complained without adapting, the harvest might have stalled. The “No Complaining Rule” echoes Nursi’s call to focus on wisdom, pushing teams toward solutions.

Positive conflict: strength through trust

Gordon clarifies that positivity doesn’t mean avoiding conflict. “Positive conflict” strengthens teams when rooted in trust and respect. Writing partners Brian Koppelman and David Levien debate ideas constructively, as did volleyball stars Kerri Walsh Jennings and Misty May-Treanor. Prophet Muhammad (peace be upon him) mediated between the Aws and Khazraj tribes in Medina, turning decades of enmity into alliance through dialogue (Ibn Hisham, 1955). Gordon notes, “If there’s no trust, respect, and love, the conflict hurts the team.” My cousin’s trust in me to cut grapes, despite my inexperience, turned a potential clash into collaboration.

A spiritual and practical synthesis

Cultivating a positive culture weaves together practical and spiritual threads, offering lessons for diverse teams. My vineyard lesson taught me adaptability and support; my college project showed positivity’s spark in turning a failing group into a united front; and the nonprofit gala proved empathy transforms negativity, yielding a successful event that uplifted our community. Gordon’s framework—emphasizing unity, positivity, and proactive negativity management—provides a practical structure for these experiences, while the Prophet’s examples offer timeless inspiration. The Qur’an’s call to stand as a “well-compacted building” (61:4) and promise of “ease with hardship” (94:6) infuse these efforts with divine purpose, while Gülen’s vision of compassionate service and Nursi’s reframing of challenges deepen their spiritual resonance.

Nonprofits, in particular, stand to benefit profoundly from this synthesis. My experience with the gala illustrates how Gordon’s principles—listening to transform negativity, fostering unity, and maintaining optimism—can turn a struggling team into a force for good. Nonprofits often operate with limited resources and high stakes, relying on volunteers and staff united by a shared mission, much like the Prophet’s community in Medina. By adopting tools like the “No Complaining Rule” and embracing positive conflict, they can maximize impact—whether feeding the hungry, educating the underserved, or healing the sick—mirroring the mosque’s role as a hub of service. Gülen’s hizmet ethos further aligns here, urging nonprofits to cultivate positivity as a garden of collective action, amplifying their ability to serve humanity.

This is a blueprint to build teams—families, workplaces, or organizations—that reflect unity in diversity. Whether harvesting grapes, working a college project, or fundraising for a cause, the principles of collaboration, optimism, and empathy turn shared purpose into transformative action, echoing the prophetic legacy of building communities that endure and inspire. Together, we can create a brighter future for all.

References

• Gordon, J. (2018). The power of a positive team: Proven principles and practices that make great teams great. Wiley.
• Gottman, J. M. (1994). What predicts divorce? The relationship between marital processes and marital outcomes. Lawrence Erlbaum Associates.
• Puri, M., & Robinson, D. T. (2007). Optimism and economic choice. Journal of Financial Economics, 86(1), 71-99. https://doi.org/10.1016/j.jfineco.2007.02.002
• Ünal, A. (Trans.). (2006). The Qur’ān with annotated interpretation in modern English. The Light, Inc.
• Al-Haythamī, N. A. (2000). Majma‘ al-Zawā’id wa Manba‘ al-Fawā’id (Vol. 6). Dar al-Kutub al-‘Ilmiyyah. (Original work published ca. 14th century)
• Ibn Hishām, A. M. (1955). As-Sīrah an-Nabawiyyah (Vol. 2). (M. Al-Saqqā, Ed.). Mustafa Al-Babi Al-Halabi. (Original work published ca. 9th century)
• Gülen, F. (2004). Toward a global civilization of love and tolerance. The Light, Inc.
  Nursi, S. (1996). The words: The reconstruction of Islamic belief and thought (H. Şimşek, Trans.). Sözler Publications. (Original work published ca. 1920s-1930s)