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Really great people rarely leave a healthy organization.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Great
Really
People
Rarely
Organization
Healthy
Leave

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If everything is important, then nothing is.
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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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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 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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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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All things to all people is nothing to everyone.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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People will walk through fire for a leader that's true and human.
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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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When you know your reason for existence, it should effect the decisions you make.
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. . . his biggest problem was his need for a problem.
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Failing to hold someone accountable is ultimately an act of selfishness.
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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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Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
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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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On a team, trust is all about vulnerability, which is difficult for most people.
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The key ingredient to building trust is not time. It is courage.
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No action, activity, or process is more central to a healthy organization than the meeting
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