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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
Looks
Members
Experiences
Work
Groups
Group
Accepting
Areas
Input
Team
Questions
Trusting
Responsibility
Appreciate
Teamwork
Opportunity
Skills
Teams
Another
Forward
Opportunities
Look
Accept
Meetings

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No action, activity, or process is more central to a healthy organization than the meeting
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The key ingredient to building trust is not time. It is courage.
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The only real payoff for leadership is eternal.
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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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Failing to hold someone accountable is ultimately an act of selfishness.
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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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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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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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A core value is something you're willing to get punished for.
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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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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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Like a good marriage, trust on a team is never complete it must be maintained over time.
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Really great people rarely leave a healthy organization.
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All things to all people is nothing to everyone.
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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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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.
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When you know your reason for existence, it should effect the decisions you make.
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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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Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
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