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A functional team must make the collective results of the group more important to each individual than individual members' goals.

Patrick Lencioni

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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Results
Functional
Goal
Collectives
Individual
Collective
Must
Goals
Important
Group
Make
Members
Groups
Team

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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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. . . his biggest problem was his need for a problem.
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A job is bound to be miserable if it doesn't involve measurement.
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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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When you know your reason for existence, it should effect the decisions you make.
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The only real payoff for leadership is eternal.
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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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Really great people rarely leave a healthy organization.
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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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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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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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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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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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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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A core value is something you're willing to get punished for.
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All things to all people is nothing to everyone.
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Failing to hold someone accountable is ultimately an act of selfishness.
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