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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

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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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A functional team must make the collective results of the group more important to each individual than individual members' goals.
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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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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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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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A core value is something you're willing to get punished for.
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Organizational health is the single greatest competitive advantage in any business.
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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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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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No action, activity, or process is more central to a healthy organization than the meeting
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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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. . . his biggest problem was his need for a problem.
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The key ingredient to building trust is not time. It is courage.
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Failing to hold someone accountable is ultimately an act of selfishness.
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People will walk through fire for a leader that's true and human.
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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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A job is bound to be miserable if it doesn't involve measurement.
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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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