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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Littles
Smart
Anything
Healthy
Little
Difference
Seminal
Everything
Ones
Unsuccessful
Differences
Mediocre
Successful
Companies
Company
Convinced
Become
Absolutely

More quotes by Patrick Lencioni

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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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If everything is important, then nothing is.
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People will walk through fire for a leader that's true and human.
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On a team, trust is all about vulnerability, which is difficult for most people.
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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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Organizational health is the single greatest competitive advantage in any business.
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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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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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When you know your reason for existence, it should effect the decisions you make.
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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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Really great people rarely leave a healthy organization.
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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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Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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. . . his biggest problem was his need for a problem.
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The key ingredient to building trust is not time. It is courage.
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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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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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