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| Link | Quote | Stars | Tags | Author |
| eaca492 | 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.. | Patrick Lencioni | ||
| cfa6e1b | 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. | Patrick Lencioni | ||
| beae865 | 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. | Patrick Lencioni | ||
| 30f0d6c | 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. | Patrick Lencioni | ||
| 177cf2c | Well, some teams get paralyzed by their need for complete agreement, and their inability to move beyond debate. | Patrick Lencioni | ||
| 16632ce | 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. | Patrick Lencioni | ||
| 34d3047 | Teams have to eliminate ambiguity and interpretation when it comes to success. | Patrick Lencioni | ||
| 4b1e5f3 | When players on a team stop caring about the scoreboard, they inevitably start caring about something else. | Patrick Lencioni | ||
| 643cf97 | 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." | Patrick Lencioni | ||
| 9505aa3 | 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. | Patrick Lencioni | ||
| a0048d3 | Rather than coming together to make the best possible decision for the entire organization, they become lobbyers for their own constituents | Patrick Lencioni | ||
| 49da2f2 | 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. | Patrick Lencioni | ||
| 51990e7 | commitment cannot occur if people are unclear about exactly what is being committed to. | Patrick Lencioni | ||
| c3ccbf0 | 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 | Patrick Lencioni | ||
| 2389593 | 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. | Patrick Lencioni | ||
| e369c21 | Building an effective, cohesive team is extremely hard. But it's also simple. | Patrick Lencioni | ||
| 2e31416 | Teamwork remains the one sustainable competitive advantage that has been largely untapped. | Patrick Lencioni | ||
| 415173a | It's easy to convince yourself that things need to be hard, that if you're not redlining, you're not trying hard enough. This leads us to look for paths of most resistance, often creating unnecessary hardship in the process. | Timothy Ferriss | ||
| c4d3880 | 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. | Patrick Lencioni | ||
| 1006d37 | the only thing that really matters is this: are they holding back their opinions? Members of great teams do not. | Patrick Lencioni | ||
| f75bbfa | 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. | Patrick Lencioni | ||
| e501c51 | What is the single most important behavioral characteristic or quality demonstrated by this person that can sometimes derail the team? | Patrick Lencioni | ||
| 7bbd216 | 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. | Patrick Lencioni | ||
| 02a96ef | 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. | Patrick Lencioni | ||
| 6a65f96 | 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. | Patrick Lencioni | ||
| d3c3b76 | The key ingredient to building trust is not time. It is courage. | Patrick Lencioni | ||
| 1821a0b | 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." | Patrick Lencioni | ||
| a7c91e9 | 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. | Patrick Lencioni | ||
| a69d714 | 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). | Patrick Lencioni | ||
| 3208da8 | 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 | Patrick Lencioni | ||
| 2a9fb23 | The Three Signs of a Miserable Job, Patrick Lencioni describes brilliantly three reasons individuals disengage from work. 1. Anonymity: They feel their leaders don't know or care what they are doing. 2. Irrelevance: They don't understand how their job makes a difference. 3. Immeasurement: They cannot measure or assess for themselves the contribution they are making.21 | Chris McChesney | ||
| d7598ce | 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. | Patrick Lencioni | ||
| 3bd82a8 | 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. | Patrick Lencioni | ||
| 95b6aa1 | 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.. | Patrick Lencioni | ||
| 2415706 | Yoga does not just change the way we see things, it transforms the person who sees. | B. K. S. Iyengar | ||
| 39c3d9f | 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. | Patrick Lencioni | ||
| d3ac1e3 | 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. | Patrick Lencioni | ||
| 6cbc1ee | 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. | Patrick Lencioni | ||
| 58366b0 | 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. | Patrick Lencioni | ||
| 5daa374 | 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. | culture | Patrick Lencioni | |
| f9095d8 | Patrick Lencioni's book Getting Naked: A Business Fable About Shedding the Three Fears That Sabotage Client Loyalty. When it comes to client loyalty, Lencioni found that by being completely transparent and vulnerable with customers, service providers like coaches and consultants can build surprisingly resilient levels of trust and loyalty. So what's stopping you and me from being more vulnerable with our coaching clients? One word. Fear. Le.. | Brent O'Bannon | ||
| 3c2baf2 | 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. | Patrick Lencioni | ||
| 71fce47 | 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. | Patrick Lencioni | ||
| 8570486 | What is the single most important behavioral characteristic or quality demonstrated by this person that contributes to the strength of our team? | Patrick Lencioni |