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| Link | Quote | Stars | Tags | Author |
| 6ec6674 | consensus is usually not achievable. The likelihood of six intelligent people coming to a sincere and complete agreement on a complex and important topic is very low. | Patrick Lencioni | ||
| cbe1dcb | You have a passionate, unfiltered, messy, provocative discussion that ends when the leader of the team decides all the information has been aired. At that point, if no one has made a compelling enough argument for making a decision, the leader breaks the tie. | Patrick Lencioni | ||
| 9dded9f | Regardless of what position people originally took, once the decision is made, everyone supports it. That's why it is critical that no one hold anything back during the discussion. | Patrick Lencioni | ||
| 6d57747 | implementation science is more important than decision science. | Patrick Lencioni | ||
| d7a5dfb | An organization has integrity--is healthy--when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense. | Patrick Lencioni | ||
| 7544aa4 | Most organizations I've worked with have too many top priorities to achieve the level of focus they need to succeed. | Patrick Lencioni | ||
| 11d1856 | See, management is an everyday thing. Strategy and financial reporting and planning are not. | Patrick Lencioni | ||
| 79806ff | few groups of leaders actually work like a team, at least not the kind that is required to lead a healthy organization. | Patrick Lencioni | ||
| a8935b2 | A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization. | Patrick Lencioni | ||
| 7148e23 | Why matrix organizational structures became so popular I'm not really sure. There is certainly an element of flexibility and collaboration suggested by them, but in reality they are forums for confusion and conflict. They have certainly not contributed to the breakdown of silos; they've merely added an element of schizophrenia and cognitive dissonance for employees who are unlucky enough to report into two different silos. | Patrick Lencioni | ||
| e224eca | Many people will try to get a job even if they don't fit the company's stated values, but very few will do so if they know that they're going to be held accountable, day in and day out, for behavior that violates the values. | Patrick Lencioni | ||
| a9b5012 | The fact remains that teams, because they are made up of imperfect human beings, are inherently dysfunctional. | Patrick Lencioni | ||
| 9973a6b | During the next two weeks 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. | Patrick Lencioni | ||
| 0a3a977 | It is at once shocking and understandable that intelligent people cannot see the correlation between failing to take the time to get clarity, closure, and buy-in during a meeting, and the time required to clean up after themselves as a result. | Patrick Lencioni | ||
| 4a65912 | 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.. | Patrick Lencioni | ||
| 996deec | 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." | Patrick Lencioni | ||
| 1c21fda | 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 | Patrick Lencioni | ||
| a01bf12 | 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.. | Patrick Lencioni | ||
| 18fc6d9 | An organization has to institutionalize its culture without bureaucratizing it. | Patrick Lencioni | ||
| 1b8cab0 | 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.. | Patrick Lencioni | ||
| b2a5ef8 | 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. | Patrick Lencioni | ||
| f35aa92 | 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. | Patrick Lencioni | ||
| e256f54 | management is an everyday thing. Strategy and financial reporting and planning are not. | Patrick M. Lencioni | ||
| 5686dc2 | In order to be the kind of leader who demonstrates genuine interest in employees and who can help people discover the relevance of their work, a person must have a level of personal confidence and emotional vulnerability. | Patrick M. Lencioni | ||
| 2d2ed1f | 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." | Patrick Lencioni | ||
| fea5ed6 | people in a healthy organization, beginning with the leaders, learn from one another, identify critical issues, and recover quickly from mistakes. | Patrick Lencioni | ||
| d798d42 | 1. What makes your family unique? | Patrick Lencioni | ||
| 2be28c3 | 2. What is your family's top priority--rallying cry--right now? | Patrick Lencioni | ||
| 9777368 | 3. How do you talk about and use the answers to these questions? | Patrick Lencioni | ||
| 744dad3 | The healthier an organization is, the more of its intelligence it is able to tap into and use. | Patrick Lencioni | ||
| 976ba5b | 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. | Patrick Lencioni | ||
| e2054dd | 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. | Patrick Lencioni | ||
| 6821d05 | 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. | Patrick Lencioni | ||
| b156e7c | 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. | Patrick Lencioni | ||
| 6eb88e2 | 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. | Patrick Lencioni | ||
| 0b8194b | The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring. | Patrick Lencioni | ||
| 219ca17 | 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. | Patrick Lencioni | ||
| 00ece16 | 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. | Patrick Lencioni | ||
| b059d0e | 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. | Patrick Lencioni | ||
| 1700802 | You exist without the feeling of existence, existence has no meaning. | B. K. S. Iyengar | ||
| 547a70f | Wanting to be popular with your direct reports instead of holding them accountable. | Patrick Lencioni | ||
| 1565437 | 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. | Patrick Lencioni | ||
| 6adda27 | Good to Great and Built to Last, both by Jim Collins, Mastering the Rockefeller Habits by Verne Harnish, and a bunch of books by Patrick Lencioni: The Advantage: Why Organizational Health Trumps Everything Else in Business, Death by Meeting, and Five Dysfunctions of the Team: A Leadership Fable. | Cliff Lerner | ||
| 9d24aef | Great organizations, unlike countries, are never run like a democracy. | Patrick Lencioni |