Quote

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
Mistake
Dirty
Teamw
Fear
Mistakes
Unafraid
Another
Weakness
Laundry
Back
Concern
Weaknesses
Without
Air
Teamwork
Great
Leadership
Teams
Hold
Concerns
Team
Admit
Reprisal

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Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.
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If everything is important, then nothing is.
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Failing to hold someone accountable is ultimately an act of selfishness.
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A core value is something you're willing to get punished for.
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Organizational health is the single greatest competitive advantage in any business.
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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 job is bound to be miserable if it doesn't involve measurement.
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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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Open, frank communication is the lynchpin to teamwork. A fractured team is like a fractured bone fixing it is always painful and sometimes you have to re-break it to heal it fully - and the re-break always hurts more because it is intentional.
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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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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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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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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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. . . his biggest problem was his need for a problem.
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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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