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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
Commitment
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Organization
Involvement
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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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When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
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A job is bound to be miserable if it doesn't involve measurement.
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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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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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The only real payoff for leadership is eternal.
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No action, activity, or process is more central to a healthy organization than the meeting
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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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Really great people rarely leave a healthy organization.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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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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If everything is important, then nothing is.
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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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People will walk through fire for a leader that's true and human.
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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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On a team, trust is all about vulnerability, which is difficult for most people.
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All things to all people is nothing to everyone.
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