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Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Another
Weakness
Laundry
Back
Concern
Weaknesses
Without
Air
Teamwork
Great
Leadership
Teams
Hold
Concerns
Team
Admit
Reprisal
Mistake
Dirty
Teamw
Fear
Mistakes
Unafraid

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Most of the CEO's who fail think they will find the solution to their problems in Finance, Marketing, Strategic Planning, etc., but they don't look for the solution to their problems inside themselves.
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. . . his biggest problem was his need for a problem.
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The key ingredient to building trust is not time. It is courage.
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The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health.
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If everything is important, then nothing is.
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Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
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A job is bound to be miserable if it doesn't involve measurement.
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Trust is the confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates are not comfortable being vulnerable with one another.
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I've become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are it has everything to do with how healthy they are.
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Really great people rarely leave a healthy organization.
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The only real payoff for leadership is eternal.
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All things to all people is nothing to everyone.
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Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
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A functional team must make the collective results of the group more important to each individual than individual members' goals.
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If the CEO's behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO's behavior.
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Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
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A core value is something you're willing to get punished for.
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Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.
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When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
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