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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Work
Groups
Group
Accepting
Areas
Input
Team
Questions
Trusting
Responsibility
Appreciate
Teamwork
Opportunity
Skills
Teams
Another
Forward
Opportunities
Look
Accept
Meetings
Looks
Members
Experiences

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Failing to hold someone accountable is ultimately an act of selfishness.
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The only real payoff for leadership is eternal.
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When you know your reason for existence, it should effect the decisions you make.
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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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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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Organizational health is the single greatest competitive advantage in any business.
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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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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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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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A core value is something you're willing to get punished for.
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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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A functional team must make the collective results of the group more important to each individual than individual members' goals.
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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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No action, activity, or process is more central to a healthy organization than the meeting
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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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A job is bound to be miserable if it doesn't involve measurement.
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The key ingredient to building trust is not time. It is courage.
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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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