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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Going
Commitment
Escaping
Organization
Involvement
Single
Factor
Whether
Charge
Fact
Factors
Facts
Genuine
Persons
Active
Determining
Person
Biggest
Healthier

More quotes by Patrick Lencioni

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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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The only real payoff for leadership is eternal.
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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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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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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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Organizational health is the single greatest competitive advantage in any business.
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No action, activity, or process is more central to a healthy organization than the meeting
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Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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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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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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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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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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Like a good marriage, trust on a team is never complete it must be maintained over time.
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A core value is something you're willing to get punished for.
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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.
Patrick Lencioni