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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Find
Marketing
Look
Planning
Looks
Fail
Think
Solutions
Ceo
Thinking
Failing
Strategic
Problems
Etc
Inside
Finance
Problem
Solution

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If everything is important, then nothing is.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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A job is bound to be miserable if it doesn't involve measurement.
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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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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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Organizational health is the single greatest competitive advantage in any business.
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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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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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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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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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No action, activity, or process is more central to a healthy organization than the meeting
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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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. . . his biggest problem was his need for a problem.
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A core value is something you're willing to get punished for.
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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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A functional team must make the collective results of the group more important to each individual than individual members' goals.
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Failing to hold someone accountable is ultimately an act of selfishness.
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Really great people rarely leave a healthy organization.
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