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| Link | Quote | Stars | Tags | Author |
| 7aa8db6 | So you have to be confident enough to do something that is potentially client-threatening." It" | Patrick Lencioni | ||
| 542b70c | 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. | Patrick Lencioni | ||
| fd45eec | 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. | Patrick Lencioni | ||
| 6d7da51 | 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.. | Patrick Lencioni | ||
| 3c29633 | All great relationships, the ones that last over time, require productive conflict in order to grow. This | Patrick Lencioni | ||
| 4072518 | last frontier of competitive advantage will be the transformation of unhealthy organizations into healthy ones, | Patrick Lencioni | ||
| 9c12f7d | A rigid, one-size-fits-all approach usually ends up fitting no one | Patrick Lencioni | ||
| c270df3 | ALWAYS CONSULT INSTEAD OF SELL | Patrick Lencioni | ||
| ce9b48b | 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 | Patrick Lencioni | ||
| 4790642 | 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. | Patrick Lencioni | ||
| 0010ddd | 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. | Patrick Lencioni | ||
| 67006ed | 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. | Patrick Lencioni | ||
| 1140a5a | 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. | Patrick Lencioni | ||
| 11a6ffa | a client is going to remember that one great idea a consultant proposes far more than the not-so-great ones. And | Patrick Lencioni | ||
| 2447e5c | Ripping the Band-Aid off quickly" is" | Patrick Lencioni | ||
| 9ba0171 | Naked service providers don't enjoy being wrong; they just realize that it is an inevitability. And | Patrick Lencioni | ||
| 0ff88fc | Clients don't expect perfection from the service providers they hire, but they do expect honesty and transparency. There | Patrick Lencioni | ||
| 3f5c83a | a fan of author Patrick Lencioni, Stevenson borrows from his concept of "company first" in her leadership program..."In every IT transformation, you make major tradeoffs between current and future functionality, and you need to let the company's needs drive your decisions around strategy, investments, and the sequencing of change. It's company first, your organization second, and you as a leader third." | Martha Heller | ||
| 957b0b6 | they make it clear that their focus is on understanding, honoring, and supporting the business of the client. As | Patrick Lencioni | ||
| 50083e5 | Jim's departures were always uncomfortable. | Patrick Lencioni | ||
| 5742c22 | ADMIT YOUR WEAKNESSES AND LIMITATIONS | Patrick Lencioni | ||
| 19039f1 | Damn it. I had to respect Michael Casey. I had really hoped that I could keep loathing him. | Patrick Lencioni | ||
| 08ef753 | if we weren't willing to tell a client the kind truth, why should they pay us? | Patrick Lencioni | ||
| ec109fa | We've learned over the years that having a bad client is worse than having none. | Patrick Lencioni | ||
| 5498a28 | 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. | Patrick Lencioni | ||
| 4dd029c | 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. | Patrick Lencioni | ||
| ad73e50 | 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. | Patrick Lencioni | ||
| 2129690 | 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. | Patrick Lencioni | ||
| 080a10d | 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 | Patrick Lencioni | ||
| 539a8da | 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 | ||
| 96e2b6f | 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. 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.. | Patrick Lencioni | ||
| c073dc2 | All of this highlights one of the most challenging obstacles that prevents teams from taking the time to work on how they work together: adrenaline addiction. Many if not most of the executives and managers I know have become so hooked on the rush of urgent demands and out-of-control schedules that the prospect of slowing down to review, think, talk, and develop themselves is too anxiety-inducing to consider. Of course, this is exactly what.. | Patrick Lencioni | ||
| 7d62cff | Humble Only: The Pawn | Patrick Lencioni | ||
| 8b95268 | trust is not the same as assuming everyone is on the same page as you, and that they don't need to be pushed. | Patrick Lencioni | ||
| 67c960b | Hungry Only: The Bulldozer | Patrick Lencioni | ||
| 94a4103 | Results-oriented teams establish their own measurements for success. They don't allow themselves the wiggle room of subjectivity. But this is not easy, because subjectivity is attractive. | Patrick Lencioni | ||
| 368fe97 | Celebrate your mistakes. | Patrick Lencioni | ||
| 68f71f7 | You admit it was a bad idea as soon as you realize it. You laugh at yourself. You take their ribbing. And most important, you don't stop making suggestions. Most of your ideas won't be horrible. Even | Patrick Lencioni | ||
| 1e8a2db | The idea is that your clients are looking for good suggestions, and they don't mind sifting through some not-so-good ones as long as they're offered with good intentions and with no ego attached. | Patrick Lencioni | ||
| 62f3eb7 | There is something so powerful about a person who in one moment can be confident enough to confront a client about a sensitive personal issue, and then in the next moment humble themselves and take a position of servitude. It's the paradoxical nature of it all that makes it work. | Patrick Lencioni | ||
| cb1db79 | It's about knowing that in certain moments you have to offer yourself up as a minor sacrifice to help them accomplish what they need to accomplish. Letting them abuse you, on the other hand, would be a terrible disservice. I know it seems like a fine line, but it's a real one, and it can be done. | Patrick Lencioni | ||
| 668d3e4 | Every great movie has conflict. | Patrick Lencioni | ||
| 6a9f76f | Let me assure you that from now on, every staff meeting we have will be loaded with conflict. And they won't be boring. And if there is nothing worth debating, then we won't have a meeting." The" | Patrick Lencioni | ||
| 030da2d | But perhaps most important of all, having too many people on a team makes team dynamics during meetings and other decision-making events almost impossible. That's because a good team has to engage in two types of communication in order to optimize decision making, but only one of these is practical in a large group. According to Harvard's Chris Argyris, those two types of communication are advocacy and inquiry. Basically, advocacy is the st.. | Patrick Lencioni |