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Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.
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Patrick Lencioni |
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What else should leaders be doing besides going to meetings?
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Patrick Lencioni |
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On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they'll readily offer up their departments' resources when it serves the greater good of the team, and they'll take an active interest in the thematic goal regardless of how closely related it is to their functional area.
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Patrick Lencioni |
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These are the six questions: 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what?
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Patrick Lencioni |
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so I just go into sales meetings with the idea that I'm going to find a way to help them in some meaningful way. Then,
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Patrick Lencioni |
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As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take..
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Patrick Lencioni |
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Personal growth might not be so bad after all, I decided.
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Patrick Lencioni |
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I knew that these people were not idiots, so the only thing I could attribute their insane response to was a profound lack of courage and intellectual integrity.
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Patrick Lencioni |
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It was astounding how much more comfortable I felt just being honest. So I kept going.
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Patrick Lencioni |
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Take a bullet for the client. Make everything about the client. Honor the client's work. Do the dirty work.
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Patrick Lencioni |
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It's not that they go out of their way to tick off their clients. It's just that they're so focused on saying and doing whatever is in the best interests of those clients that they stop worrying about the repercussions. They make themselves completely vulnerable, or naked, and don't try to protect themselves.
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Patrick Lencioni |
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humble self- confidence.
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Patrick Lencioni |
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It's all about standing there naked in front of the client. It's about building trust. And in the end, that means the client trusts them and takes care of them.
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Patrick Lencioni |
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Tell the kind truth.
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Patrick Lencioni |
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In consulting, entering the danger comes into play in those moments when you're in a meeting and someone says something that is either strange or politically sensitive, and you know that the level of anxiety and discomfort in the room is high. What you're tempted to do is just be quiet and let the moment pass, but what great consultants do, at least according to Lighthouse, is walk right into the middle of the situation and call it out.
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Patrick Lencioni |
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So you have to be confident enough to do something that is potentially client-threatening." It"
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Patrick Lencioni |
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First, we go figure out how to recognize a real team player, the kind of person who can easily build trust, engage in healthy conflict, make real commitments, hold people accountable, and focus on the team's results. Then, we stop hiring people who can't. Finally, we help the people who are acting like jackasses change their ways or move on to different companies.
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Patrick Lencioni |
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a leader's first priority is to create an environment where others can do these things and that cannot happen if they are not having effective meetings.
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Patrick Lencioni |
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The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like "I screwed up," "I need help," "Your idea is better than mine," "I wish I could learn to do that as well as you do," and even, "I'm sorry." When everyone on..
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Patrick Lencioni |
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All great relationships, the ones that last over time, require productive conflict in order to grow. This
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Patrick Lencioni |
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last frontier of competitive advantage will be the transformation of unhealthy organizations into healthy ones,
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Patrick Lencioni |
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A rigid, one-size-fits-all approach usually ends up fitting no one
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Patrick Lencioni |
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ALWAYS CONSULT INSTEAD OF SELL
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Patrick Lencioni |
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avoid, as much as possible, telling clients what they would do if they were to be hired; instead, they just start serving them as though they were already a client. And
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Patrick Lencioni |
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And they don't worry about whether the potential client will take advantage of their generosity; they know that for every client that does, nine others will appreciate their generosity and start to see themselves as a client even before they formally decide to become one.
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Patrick Lencioni |
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By demonstrating generosity and trust, you drastically increase the likelihood of making them a client, not to mention proving to them that you can help them.
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Patrick Lencioni |
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erring on the side of the client when it comes to fees. Because you're interested in a long-term relationship with a client, it is in your best interest to show them that you are more focused on helping them than you are in maximizing your short-term revenue.
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Patrick Lencioni |
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even though clients require us to be competent enough to meet their needs, it is ultimately our honesty, humility, and selflessness that will endear us to them and allow them to trust and depend on us.
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Patrick Lencioni |
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a client is going to remember that one great idea a consultant proposes far more than the not-so-great ones. And
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Patrick Lencioni |
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Ripping the Band-Aid off quickly" is"
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Patrick Lencioni |
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Naked service providers don't enjoy being wrong; they just realize that it is an inevitability. And
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Patrick Lencioni |
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Clients don't expect perfection from the service providers they hire, but they do expect honesty and transparency. There
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Patrick Lencioni |
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they make it clear that their focus is on understanding, honoring, and supporting the business of the client. As
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Patrick Lencioni |
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Jim's departures were always uncomfortable.
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Patrick Lencioni |
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ADMIT YOUR WEAKNESSES AND LIMITATIONS
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Patrick Lencioni |
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Damn it. I had to respect Michael Casey. I had really hoped that I could keep loathing him.
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Patrick Lencioni |
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if we weren't willing to tell a client the kind truth, why should they pay us?
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Patrick Lencioni |
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We've learned over the years that having a bad client is worse than having none.
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Patrick Lencioni |
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Listen, this is just an unpleasant part of our job sometimes. Those executives know that I took a bullet for them. I'll make sure they acknowledge that in some way, but I'm not going to punish them for it. Remember, they're paying us to help them make their company more successful, and if I had to be a trial balloon or a strategic pinata to make that happen, so be it.
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Patrick Lencioni |
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Almost all of the time and energy in Half Moon Bay was being directed toward consulting to paying clients. Those clients in turn became the sales engine for the firm, and even when we did an occasional cold call, it was the references from clients that shortened the sales cycle considerably. I'm not even sure I'd call it a sales cycle at all.
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Patrick Lencioni |
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the naked approach is certainly not limited to our field. It applies to anyone who provides ongoing, relationship-based advice, counsel, or expertise to a customer, inside or outside of a company. Or better yet, it applies to anyone whose success is tied to building loyal and sticky relationships with the people they serve.
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Patrick Lencioni |
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At its core, naked service boils down to the ability of a service provider to be vulnerable--to embrace uncommon levels of humility, selflessness, and transparency for the good of a client.
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Patrick Lencioni |
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What clients want more than anything is to know that we're more interested in helping them than we are in maintaining our revenue source. And
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Patrick Lencioni |
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I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I'd like to see you doing the same. We don't have time to waste.
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Patrick Lencioni |