|
5db43e3
|
Healthy organizations believe that performance management is almost exclusively about eliminating confusion. They realize that most of their employees want to succeed, and that the best way to allow them to do that is to give them clear direction, regular information about how they're doing, and access to the coaching they need.
|
|
|
Patrick Lencioni |
|
4b7a4a0
|
Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them.
|
|
|
Patrick Lencioni |
|
7a8162b
|
Trust is the foundation of real teamwork.
|
|
|
Patrick Lencioni |
|
31540ed
|
most of a leadership team's objectives should be collective ones.
|
|
|
Patrick Lencioni |
|
423f6e0
|
Therefore, it is key that leaders demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. This can be a challenge because many leaders feel that they are somehow failing in their jobs by losing control of their teams during conflict. Finally, as trite as it may sound, a leader's ability to personally model appropriate conflict behavior is essential. By avoiding co..
|
|
|
Patrick Lencioni |
|
9850900
|
The enemy of accountability is ambiguity
|
|
accountable
ambiguity
|
Patrick Lencioni |
|
e10f04e
|
Commitment is a function of two things: clarity and buy-in
|
|
commitment
|
Patrick Lencioni |
|
08d30c1
|
Our ability to engage in passionate, unfiltered debate about what we need to do to succeed will determine our future as much as any products we develop or partnerships we sign." It"
|
|
|
Patrick Lencioni |
|
dcd825d
|
No quality or characteristic is more important than trust
|
|
trust
teamwork
|
Patrick Lencioni |
|
9540281
|
People who don't like conflict have an amazing ability to avoid it, even when they know it's theoretically necessary
|
|
conflict-management
|
Patrick Lencioni |
|
13920c2
|
Ask dumb questions.
|
|
|
Patrick Lencioni |
|
ae2d167
|
Make dumb suggestions.
|
|
|
Patrick Lencioni |
|
fdeedc5
|
Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust. This is not unlike a husband and wife recovering from a big argument and developing closer ties and greater confidence in their relationship as a result.
|
|
|
Patrick Lencioni |
|
27a0839
|
Push with respect, and under the assumption that the other person is probably doing the right thing. But push anyway. And never hold back.
|
|
|
Patrick Lencioni |
|
73b8cde
|
Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.
|
|
|
Patrick Lencioni |
|
9d67d05
|
The hard truth is, bad meetings almost always lead to bad decisions, which is the best recipe for mediocrity.
|
|
|
Patrick Lencioni |
|
cf55351
|
If we don't trust one another, then we aren't going to engage in open, constructive, ideological conflict. And we'll just continue to preserve a sense of artificial harmony.
|
|
|
Patrick Lencioni |
|
229cbd7
|
Becoming a healthy organization takes a little time. Unfortunately, many of the leaders I've worked with suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organizations. It's as though they're afraid to slow down and deal with issues that are critical but don't seem particularly urgent.
|
|
|
Patrick Lencioni |
|
1479ce0
|
Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.
|
|
|
Patrick Lencioni |
|
ce54feb
|
The five behavioral manifestations of teamwork: trust, conflict, commitment, accountability and results
|
|
|
Patrick Lencioni |
|
1729a60
|
Stop making the perfect enemy of the good.
|
|
|
Patrick Lencioni |
|
f0b33e4
|
leaders confuse the mere transfer of information to an audience with the audience's ability to understand, internalize, and embrace the message that is being communicated.
|
|
|
Patrick Lencioni |
|
d079450
|
rhzn zmn "nh" ngftn bh khwsth hyy hst khh z m wqt mygyrh w njmsh nh Drwrt drh w nh hmyt"
|
|
time-quotes
|
Patrick Lencioni |
|
9e1cfd8
|
Clare offered a half-hearted suggestion. "Well, there are coaches I know who do one-on-one counseling." Bobby shook his head. "No, that doesn't usually work. It takes months and only isolates people. It seems like most of them just use it to prepare for their next job."
|
|
|
Patrick Lencioni |
|
3509a40
|
Humility isn't thinking less of yourself, but thinking of yourself less.
|
|
|
Patrick Lencioni |
|
d0fc387
|
Scare People with Sincerity
|
|
|
Patrick Lencioni |
|
9e84306
|
Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.
|
|
|
Patrick Lencioni |
|
c81cac5
|
No amount of intellectual prowess or personal charisma can make up for an inability to identify a few simple things and stick to them over time.
|
|
|
Patrick Lencioni |
|
86abaef
|
Peer pressure and the distaste for letting down a colleague will motivate a team player more than any fear of authoritative punishment or rebuke.
|
|
|
Patrick Lencioni |
|
890331c
|
The most unhappy people in a company are the ones who don't fit the culture and are allowed to stay. They know they don't belong. Deep down inside they don't want to be there. They're miserable.
|
|
|
Patrick Lencioni |
|
5b31a31
|
Building a team is hard
|
|
teamwork
|
Patrick Lencioni |
|
e25665a
|
Ricky asks her, "You lost your earrings in the living room?" She shakes her head. "No, I lost them in the bedroom. But the light out here is much better." And there it is. Most leaders prefer to look for answers where the light is better, where they are more comfortable. And the light is certainly better in the measurable, objective, and data-driven world of organizational intelligence (the smart side of the equation) than it is in the mess..
|
|
|
Patrick Lencioni |
|
fe2f7fd
|
Like a good marriage, trust on a team is never complete; it must be maintained over time
|
|
trust
team
teamwork
|
Patrick Lencioni |
|
26bd2f8
|
Ken always says that his job is to create the best team possible, not to shepherd the careers of individual athletes.
|
|
|
Patrick Lencioni |
|
7297c31
|
We are a passionate family that believes in standing up strongly for what is right, even when there is a cost. We live our lives around our Church and our faith, placing special emphasis on maximizing our involvement in our children's lives, and nurturing family-like relationships with our friends.
|
|
|
Patrick Lencioni |
|
3a86039
|
the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it.
|
|
|
Patrick Lencioni |
|
8d3d6df
|
The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring
|
|
conflict-management
meeting
|
Patrick Lencioni |
|
5ba3126
|
The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down.
|
|
|
Patrick Lencioni |
|
6873415
|
Direct, personal feedback really is the simplest and most effective form of motivation.
|
|
|
Patrick Lencioni |
|
6a8af29
|
Hiring without clear and strict criteria for cultural fit greatly hampers the potential for success of any organization.
|
|
|
Patrick Lencioni |
|
a86b78b
|
No action, activity, or process is more central to a healthy organization than the meeting.
|
|
|
Patrick Lencioni |
|
36e04b8
|
conflict is productive
|
|
conflict-management
conflict-resolution
|
Patrick Lencioni |
|
09ec711
|
Putting together an agenda before a staff meeting is like a marriage counselor deciding what issues she's going to cover with a couple prior to meeting with them.
|
|
|
Patrick Lencioni |
|
c69edd8
|
Moments of truth are best handled face-to-face P.30
|
|
truth
|
Patrick Lencioni |