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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
Problems
Etc
Inside
Finance
Problem
Solution
Find
Marketing
Look
Planning
Looks
Fail
Think
Solutions
Ceo
Thinking
Failing
Strategic

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. . . his biggest problem was his need for a problem.
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Really great people rarely leave a healthy organization.
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If everything is important, then nothing is.
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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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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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Like a good marriage, trust on a team is never complete it must be maintained over time.
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On a team, trust is all about vulnerability, which is difficult for most people.
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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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Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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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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Organizational health is the single greatest competitive advantage in any business.
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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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The key ingredient to building trust is not time. It is courage.
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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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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 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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