Patrick Lencioni Quotes
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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.
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It is dangerous if our identity as a leader becomes more important than our identity as a child of God.
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The key ingredient to building trust is not time. It is courage.
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When you know your reason for existence, it should effect the decisions you make.
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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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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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All things to all people is nothing to everyone.
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As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.
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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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The only real payoff for leadership is eternal.
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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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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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Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.
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Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.
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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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Trust is knowing that when a team member does push you, they're doing it because they care about the team.
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Teamwork remains a sustainable competitive advantage that has been largely untapped because it is hard to measure (teamwork impacts the outcome of an organization in such comprehensive and invasive ways that it's virtually impossible to isolate it as a single variable) and because it is extremely hard to achieve (it requires levels of courage and discipline that few executives possess) - ironically, building a strong team is very simple (it doesn't require masterful insights or tactics).
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Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
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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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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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Failing to hold someone accountable is ultimately an act of selfishness.
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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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Trust is the foundation of real teamwork (there is nothing touchy-feely about this).
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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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The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).
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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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The impact of organizational health goes far beyond the walls of a company, extending to customers and vendors, even to spouses and children. It sends people to work in the morning with clarity, hope, and anticipation and brings them home at night with a greater sense of accomplishment, contribution, and self-esteem. The impact of this is as important as it is impossible to measure.
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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.
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