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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Human
Overcome
Humans
Overcoming
Groups
Behavioral
Team
Dysfunctional
Politics
Breed
Within
Corrupt
Success
Teams
Comes
Tendencies

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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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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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All things to all people is nothing to everyone.
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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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People will walk through fire for a leader that's true and human.
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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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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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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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Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
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If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
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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 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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If everything is important, then nothing is.
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When you know your reason for existence, it should effect the decisions you make.
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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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Like a good marriage, trust on a team is never complete it must be maintained over time.
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. . . his biggest problem was his need for a problem.
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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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