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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
Makes
Crucial
Effective
Organization
Leveraged
Behavior
Reminder
Healthy
Ceo
Rest
Reminders
Focus
Cent
Sound
Cents

More quotes by Patrick Lencioni

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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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Organizational health is the single greatest competitive advantage in any business.
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No action, activity, or process is more central to a healthy organization than the meeting
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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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The only real payoff for leadership is eternal.
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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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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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A job is bound to be miserable if it doesn't involve measurement.
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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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Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
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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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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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All things to all people is nothing to everyone.
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A core value is something you're willing to get punished for.
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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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The key ingredient to building trust is not time. It is courage.
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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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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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Failing to hold someone accountable is ultimately an act of selfishness.
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