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The key ingredient to building trust is not time. It is courage.
Patrick Lencioni
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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Teamwork
Ingredients
Keys
Courage
Building
Trust
Time
Ingredient
More quotes by Patrick Lencioni
Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.
Patrick Lencioni
When you know your reason for existence, it should effect the decisions you make.
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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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People will walk through fire for a leader that's true and human.
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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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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 functional team must make the collective results of the group more important to each individual than individual members' goals.
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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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All things to all people is nothing to everyone.
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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
On a team, trust is all about vulnerability, which is difficult for most people.
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Failing to hold someone accountable is ultimately an act of selfishness.
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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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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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. . . his biggest problem was his need for a problem.
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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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The only real payoff for leadership is eternal.
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A job is bound to be miserable if it doesn't involve measurement.
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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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