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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.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Focus
Cent
Sound
Cents
Makes
Crucial
Effective
Organization
Leveraged
Behavior
Reminder
Healthy
Ceo
Rest
Reminders

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A job is bound to be miserable if it doesn't involve measurement.
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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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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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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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Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
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The only real payoff for leadership is eternal.
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. . . his biggest problem was his need for a problem.
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Failing to hold someone accountable is ultimately an act of selfishness.
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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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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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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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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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If everything is important, then nothing is.
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All things to all people is nothing to everyone.
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On a team, trust is all about vulnerability, which is difficult for most people.
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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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A core value is something you're willing to get punished for.
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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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Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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