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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
Without
Air
Teamwork
Great
Leadership
Teams
Hold
Concerns
Team
Admit
Reprisal
Mistake
Dirty
Teamw
Fear
Mistakes
Unafraid
Another
Weakness
Laundry
Back
Concern
Weaknesses
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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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If everything is important, then nothing is.
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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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Like a good marriage, trust on a team is never complete it must be maintained over time.
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Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.
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A core value is something you're willing to get punished for.
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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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Members of trusting teams accept questions and input about their areas or responsibility, appreciate and tap into one another's skills and experiences, and look forward to meetings and other opportunities to work as a group.
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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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All things to all people is nothing to everyone.
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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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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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