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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Members
Trust
Team
Genuinely
Mistake
Weaknesses
Impossible
Mistakes
Open
Weakness
Another
Foundation
Make
Build

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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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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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A core value is something you're willing to get punished for.
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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 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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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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A job is bound to be miserable if it doesn't involve measurement.
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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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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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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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A functional team must make the collective results of the group more important to each individual than individual members' goals.
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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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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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The only real payoff for leadership is eternal.
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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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On a team, trust is all about vulnerability, which is difficult for most people.
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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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