Patrick Lencioni Quotes
If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.
Trust is knowing that when a team member does push you, they're doing it because they care about the team.
Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.
Members of trusting teams admit weaknesses and mistakes, take risks in offering feedback and assistance, and focus time and energy on important issues, not politics.
When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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.
It's as simple as this. When people don't unload their opinions and feel like they've been listened to, they won't really get on board.
A functional team must make the collective results of the group more important to each individual than individual members' goals.
Building a strong team is both possible and remarkably simple. But is painfully difficult.
The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health.
Trust is the foundation of real teamwork (there is nothing touchy-feely about this).
Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
It is dangerous if our identity as a leader becomes more important than our identity as a child of God.
Building a cohesive leadership team is the first critical step that an organization must take if it is to have the best chance at success.
Organizational health is the single greatest competitive advantage in any business.
No action, activity, or process is more central to a healthy organization than the meeting
Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.
Like a good marriage, trust on a team is never complete; it must be maintained over time.
An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.
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.
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.
Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
Experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.
Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.
Although most executives pay lip service to the idea of hiring for cultural fit, few have the courage or discipline to make it the primary criteria for bringing someone into the company.
The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring
I don’t think anyone ever gets completely used to conflict. If it’s not a little uncomfortable, then it’s not real. The key is to keep doing it anyway
Commitment is a function of two things: clarity and buy-in
Teamwork requires some sacrifice up front people who work as a team have to put the collective needs of the group ahead of their individual interests.
The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.
Anybody, and any company, can have a big run of success once, but if you're going to repeat that over time, you need to be aware that you need to keep learning.
If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
