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Failing to hold someone accountable is ultimately an act of selfishness.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Someone
Accountable
Selfishness
Ultimately
Failing
Hold

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If everything is important, then nothing is.
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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 job is bound to be miserable if it doesn't involve measurement.
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A core value is something you're willing to get punished for.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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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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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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On a team, trust is all about vulnerability, which is difficult for most people.
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Organizational health is the single greatest competitive advantage in any business.
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. . . his biggest problem was his need for a problem.
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People will walk through fire for a leader that's true and human.
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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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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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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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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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When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
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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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When you know your reason for existence, it should effect the decisions you make.
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All things to all people is nothing to everyone.
Patrick Lencioni