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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
Sound
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Crucial
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Organization
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Behavior
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No action, activity, or process is more central to a healthy organization than the meeting
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Failing to hold someone accountable is ultimately an act of selfishness.
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If everything is important, then nothing is.
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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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A core value is something you're willing to get punished for.
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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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Really great people rarely leave a healthy organization.
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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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When you know your reason for existence, it should effect the decisions you make.
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All things to all people is nothing to everyone.
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The only real payoff for leadership is eternal.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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People will walk through fire for a leader that's true and human.
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. . . his biggest problem was his need for a problem.
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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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