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the only thing that really matters is this: are they holding back their opinions? Members of great teams do not.
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Patrick Lencioni |
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When people self-identify and publicly declare their outlook on conflict, they become much more open to adjusting it to whatever team norms need to be established.
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Patrick Lencioni |
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What is the single most important behavioral characteristic or quality demonstrated by this person that can sometimes derail the team?
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Patrick Lencioni |
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Help people realize that when they fail to provide peers with constructive feedback they are letting them down personally. By holding back, we are hurting not only the team, but also our teammates themselves.
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Patrick Lencioni |
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02a96ef
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What's critical is that team members know that the areas that were identified will not go away, and that they will have to answer for their progress in the not-too-distant future.
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Patrick Lencioni |
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KEY POINTS--EMBRACING ACCOUNTABILITY * Accountability on a strong team occurs directly among peers. * For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues. * The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so.
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Patrick Lencioni |
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d3c3b76
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The key ingredient to building trust is not time. It is courage.
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Patrick Lencioni |
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The key to all of this, then, is to teach team members to get comfortable being exposed to one another, unafraid to honestly say things like "I was wrong" and "I made a mistake" and "I need help" and "I'm not sure" and "you're better than I am at that" and yes, even "I'm sorry."
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Patrick Lencioni |
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when team members reveal aspects of their personal lives to their peers, they learn to get comfortable being open with them about other things. They begin to let down their guard about their strengths, weaknesses, opinions, and ideas.
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Patrick Lencioni |
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a69d714
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The fundamental attribution error is simply this: human beings tend to falsely attribute the negative behaviors of others to their character (an internal attribution), while they attribute their own negative behaviors to their environment (an external attribution).
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Patrick Lencioni |
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3208da8
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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. As
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Patrick Lencioni |
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d7598ce
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The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.
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Patrick Lencioni |
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3bd82a8
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The healthier an organization is, the more of its intelligence it is able to tap into and use. Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.
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Patrick Lencioni |
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we always have team members go back to their direct reports and share their profile information. This serves three purposes. First, it provides a great opportunity for demonstrating vulnerability with their subordinates. Second, it gives those subordinates real insights into their leaders, so that they'll feel more comfortable providing feedback and interpreting behavior correctly. Third, it helps the executives develop a better understandi..
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Patrick Lencioni |
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39c3d9f
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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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d3ac1e3
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When people who don't trust one another engage in passionate debate, they are trying to win the argument. They aren't usually listening to the other person's ideas and then reconsidering their point of view; they're figuring out how to manipulate the conversation to get what they want.
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Patrick Lencioni |
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If team members are never pushing one another outside of their emotional comfort zones during discussions, then it is extremely likely that they're not making the best decisions for the organization.
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Patrick Lencioni |
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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.
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Patrick Lencioni |
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Once organizational health is properly understood and placed into the right context, it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage.
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culture
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Patrick Lencioni |
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3c2baf2
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A healthy organization is one that has less politics and confusion, higher morale and productivity, lower unwanted turnover, and lower recruiting costs than an unhealthy one.
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Patrick Lencioni |
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Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it. That, as much as anything else, is why they have such an advantage over their unhealthy competitors.
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Patrick Lencioni |
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What is the single most important behavioral characteristic or quality demonstrated by this person that contributes to the strength of our team?
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Patrick Lencioni |
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a7c3f51
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No quality or characteristic is more important than trust.
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Patrick Lencioni |
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c5cf4e6
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When it comes to teams, trust is all about vulnerability. Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses, even fears.
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Patrick Lencioni |
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More than any policy or system, there is nothing like the fear of letting down respected teammates that motivates people to improve their performance.
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Patrick Lencioni |
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teams, because they are made up of imperfect human beings, are inherently dysfunctional.
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Patrick Lencioni |
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Teams that are willing to commit publicly to specific results are more likely to work with a passionate, even desperate desire to achieve those results. Teams that say, "We'll do our best," are subtly, if not purposefully, preparing themselves for failure."
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Patrick Lencioni |
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Netrebovatel'naia komanda... stradaet ot vzaimnykh obid, kogda odni rabotaiut khorosho, a drugie -- plokho; kosvenno podderzhivaet posredstvennost'; sryvaet sroki i pokazateli; vzvalivaet vse bremia otvetstvennosti za distsiplinu na lidera. Trebovatel'naia komanda... vozdeistvuet na plokhikh rabotnikov, zastavliaia ikh ispravit'sia; bystro vyiavliaet i reshaet nazrevaiushchie problemy; sozdaet atmosferu vzaimouvazheniia, poskol'ku vse rabot..
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Patrick Lencioni |
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Pervyi porok -- eto vzaimnoe nedoverie. Kak pravilo, ono voznikaet iz boiazni prodemonstrirovat' pered vsemi svoiu uiazvimost', slabost'. Esli chleny komandy opasaiutsia otkryto priznat'sia v svoikh oshibkakh i nedostatkakh i skryvaiut ikh liuboi tsenoi, sozdaetsia atmosfera vzaimnogo nedoveriia i podozritel'nosti. Vzaimnoe nedoverie v kollektive sozdaet pochvu dlia razvitiia vtorogo poroka -- ukhoda ot konfliktov. Liudi, ne doveriaiushchie..
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Patrick Lencioni |
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Chtoby luchshe poniat' model' piati porokov, mozhno rassmotret' ee protivopolozhnost' -- model' piati dobrodetelei komandy, i predstavit', kak vedut sebia chleny splochennogo kollektiva. Oni doveriaiut drug drugu. Oni otkryto obsuzhdaiut idei i problemy. Oni zainteresovany v prinimaemykh resheniiakh i planakh. Oni otvechaiut za vypolnenie (i nevypolnenie) etikh reshenii i planov. Oni natseleny na dostizhenie obshchei tseli.
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Patrick Lencioni |
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V kontekste sozdaniia komandy doverie -- eto ubezhdennost' chlenov komandy v tom, chto deistviia kolleg diktuiutsia blagimi namereniiami, poetomu ne nado boiat'sia i zashchishchat'sia. Figural'no vyrazhaias', chleny komandy ne dolzhny zhdat' ot svoikh kolleg udara v spinu.
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Patrick Lencioni |
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9eb0f16
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V komandakh, porazhennykh porokom nedoveriia, liudi... skryvaiut svoi slabosti i oshibki ot drugikh; ne kritikuiut kolleg; neokhotno obrashchaiutsia za pomoshch'iu, esli eto ne vkhodit v ikh sluzhebnye obiazannosti; bystro delaiut vyvody o namereniiakh i ubezhdeniiakh drugikh, ne pytaias' razobrat'sia; ne interesuiutsia opytom i navykami kolleg i ne slushaiut ikh sovetov; mnogo vremeni i sil tratiat ne na rabotu, a na to, chtoby proizvesti ..
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Patrick Lencioni |
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3a79feb
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V komandakh, kotorye boiatsia konflikta... skuchnye soveshchaniia; protsvetaiut intrigi, kopiatsia vzaimnye obidy; ne reshaiutsia trudnye voprosy, mneniia po kotorym razdelilis'; rabotniki ne prislushivaiutsia k mneniiam drug druga; vremia i sily raskhoduiutsia vpustuiu, potomu chto primeniaiutsia metody upravleniia, svodiashchie k minimumu risk mezhlichnostnykh konfliktov. V komandakh, kotorye ne boiatsia konflikta... ozhivlennye, interesn..
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Patrick Lencioni |
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Bezotvetstvennaia komanda... ne mozhet chetko ob'iasnit' sebe svoi tseli i zadachi; upuskaet vozmozhnosti, tratia vremia na obdumyvanie i bessmyslennyi sbor informatsii; porozhdaet bezotvetstvennost' i boiazn' porazheniia; bez kontsa obsuzhdaet svoi plany i resheniia; zastavliaet chlenov komandy prinimat' resheniia na svoi strakh i risk. Otvetstvennaia komanda... stavit chetkie zadachi i tseli; ob'ediniaet vsiu komandu; razvivaet umenie uch..
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Patrick Lencioni |
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1020b32
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The only way for people to embrace a message is to hear it over a period of time, in a variety of different situations, and preferably from different people. That's why great leaders see themselves as Chief Reminding Officers as much as anything else. Their top two priorities are to set the direction of the organization and then to ensure that people are reminded of it on a regular basis.
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Patrick Lencioni |