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Which would seem to be a good thing--proposing a solution to a problem that people are hungry to solve--except that my view of silos might not be what some leaders expect to hear. That's because many executives I've worked with who struggle with silos are inclined to look down into their organizations and wonder, "Why don't those employees just learn to get along better with people in other departments? Don't they know we're all on the same..
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Patrick Lencioni |
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The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly "reminding" an employee if she is not yet doing what is needed. Without this, improvement will not occur."
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Patrick Lencioni |
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Team leaders must give members a reason to care at the beginning of a meeting or discussion. They must raise the anxiety of the team about why the issues about to be discussed matter, and what could go wrong if bad decisions are made. By doing so, they immediately get everyone engaged
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Patrick Lencioni |
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To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos--and the turf wars they enable--devastate organizations. They waste resources, kill productivity, and jeopardize the achie..
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Patrick Lencioni |
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An organization has to institutionalize its culture without bureaucratizing it.
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Patrick Lencioni |
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Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they've hired and give themselves credit for having recognized those people's potential. However, they seem to block out the memories of the unsuccessful hires they've made, or they justify th..
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Patrick Lencioni |
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The most important principle that an executive must embrace is a desire to produce results. As obvious as this sounds, it is not universally practiced by the highest-ranking executives in many companies. Many CEOs put something ahead of results on their list of priorities, and it represents the most dangerous of all the temptations: the desire to protect the status of their careers.
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Patrick Lencioni |
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Well, strategy. The competitive landscape. Morale. The dynamics of the executive team. Top performers. Bottom performers. Customer satisfaction. Pretty much everything that has a long-term impact on the success of the company. Stuff you just can't cover in weekly or monthly meetings.
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Patrick Lencioni |
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Great teams do not hold back with one another," she said. "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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Patrick Lencioni |
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people in a healthy organization, beginning with the leaders, learn from one another, identify critical issues, and recover quickly from mistakes.
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Patrick Lencioni |
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1. What makes your family unique?
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Patrick Lencioni |
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2. What is your family's top priority--rallying cry--right now?
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Patrick Lencioni |
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3. How do you talk about and use the answers to these questions?
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Patrick Lencioni |
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The healthier an organization is, the more of its intelligence it is able to tap into and use.
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Patrick Lencioni |
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Once a leadership team has become cohesive and worked to establish clarity and alignment around the answers to the six critical questions, then, and only then, can they effectively move on to the next step: communicating those answers. Or better yet, overcommunicating those answers--over and over and over and over and over and over and over again.
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Patrick Lencioni |
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When it comes to establishing a norm for a team, a measure of judgment is required of a leader. While there is no doubt that the person in charge must set the tone based on a personal belief about what will lead to the best results for the organization, the leader also needs to take into account the capabilities and attitudes of the staff members. This is something of a balancing act.
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Patrick Lencioni |
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Team Effectiveness Exercise. This exercise requires team members to identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team.
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Patrick Lencioni |
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The leader is going to have to be ready to not only light the fuse of good conflict but to gently fan the flames for a while too.
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Patrick Lencioni |
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It's important not to misread my advice as permission to tolerate people who don't fit. Too often, leaders know that an employee really doesn't belong and would be better elsewhere, and they fail to act because they lack courage.
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Patrick Lencioni |
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The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring.
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Patrick Lencioni |
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Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation.
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Patrick Lencioni |
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Commitment is about a group of intelligent, driven individuals buying in to a decision precisely when they don't naturally agree. In other words, it's the ability to defy a lack of consensus.
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Patrick Lencioni |
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commitment is not consensus. Waiting for everyone on a team to agree intellectually on a decision is a good recipe for mediocrity, delay, and frustration, which is why it amazes me that so many of the teams I work with still seem determined to achieve consensus.
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Patrick Lencioni |
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Wanting to be popular with your direct reports instead of holding them accountable.
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Patrick Lencioni |
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I define accountability as the willingness of team members to remind one another when they are not living up to the performance standards of the group.
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Patrick Lencioni |
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Great organizations, unlike countries, are never run like a democracy.
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Patrick Lencioni |
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Because the purpose of an interview should be to best simulate a situation that will give evaluators the most accurate view of how a candidate really behaves, it seems to me that getting them out of the office and doing something slightly more natural and unconventional would be a better idea. Heck, even taking a walk or going shopping is better than sitting behind a desk. The key is to do something that provides evaluators with a real sens..
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Patrick Lencioni |
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Good leaders drive commitment among the team by first extracting every possible idea, opinion, and perspective from the team. Then, comfortable that nothing has been left off the table, they must have the courage and wisdom to step up and make a decision, one that is sure to run counter to at least one of the team members, and usually more.
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Patrick Lencioni |
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identify one particular insight from their profile that they feel highlights a weakness that they would like to address for the good of the team.
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Patrick Lencioni |
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KEY POINTS--BUILDING TRUST * Trust is the foundation of teamwork. * On a team, trust is all about vulnerability, which is difficult for most people. * Building trust takes time, but the process can be greatly accelerated. * Like a good marriage, trust on a team is never complete; it must be maintained over time.
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Patrick Lencioni |
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Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate.
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Patrick Lencioni |
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We have a strong and natural tendency to look out for ourselves before others, even when those others are part of our families and our teams.
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Patrick Lencioni |
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Teams have to eliminate ambiguity and interpretation when it comes to success.
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Patrick Lencioni |
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When players on a team stop caring about the scoreboard, they inevitably start caring about something else.
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Patrick Lencioni |
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There is always that little voice in your head saying, "What about me?" Sometimes that little voice drowns out the cry of the team, and the collective results of the group get left behind."
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Patrick Lencioni |
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Employees know that they ultimately pay the price when their manager doesn't get along with or cooperate with managers of other departments, leaving the staff to navigate the treacherous and bloody waters of organizational politics.
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Patrick Lencioni |
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Rather than coming together to make the best possible decision for the entire organization, they become lobbyers for their own constituents
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Patrick Lencioni |
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KEY POINTS--FOCUSING ON RESULTS * The true measure of a great team is that it accomplishes the results it sets out to achieve. * To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs. * To stay focused, teams must publicly clarify their desired results and keep them visible.
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Patrick Lencioni |
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commitment cannot occur if people are unclear about exactly what is being committed to.
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Patrick Lencioni |
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Adrenaline addiction The unwillingness or inability of busy people to slow down and review, reflect, assess, and discuss their business and their team. An adrenaline addiction is marked by anxiety among people who always have a need to keep moving, keep spinning, even in the midst of obvious confusion and declining productivity
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Patrick Lencioni |
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The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of human beings to give one another critical feedback.
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Patrick Lencioni |
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Building an effective, cohesive team is extremely hard. But it's also simple.
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Patrick Lencioni |
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Teamwork remains the one sustainable competitive advantage that has been largely untapped.
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Patrick Lencioni |
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When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. As a result, they get more done in less time and with less cost.
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Patrick Lencioni |