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As a leader, you're probably not doing a good job unless your employees can do a good impression of you when you're not around.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Good
Employee
Impression
Leadership
Unless
Leader
Probably
Jobs
Around
Employees

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A core value is something you're willing to get punished for.
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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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Like a good marriage, trust on a team is never complete it must be maintained over time.
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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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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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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 job is bound to be miserable if it doesn't involve measurement.
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People will walk through fire for a leader that's true and human.
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Really great people rarely leave a healthy organization.
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Failing to hold someone accountable is ultimately an act of selfishness.
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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.
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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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On a team, trust is all about vulnerability, which is difficult for most people.
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. . . his biggest problem was his need for a problem.
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There is just no escaping the fact that the single biggest factor determining whether an organization is going to get healthier - or not - is the genuine commitment and active involvement of the person in charge.
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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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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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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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