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| Link | Quote | Stars | Tags | Author |
| 9327db9 | Sounds crazy and counterintuitive, I know, but it is true. | Patrick Lencioni | ||
| 249f8c6 | Naked service providers are so concerned about helping a client that they are willing to ask questions and make suggestions even if those questions and suggestions could turn out to be laughably wrong. They | Patrick Lencioni | ||
| 26cc892 | Well," he was clearly thinking out loud, "probably someone who wants to be at practice. I love gym rats, but not just the kind who want to play one-on-one all day. I like the kids who come early and do extra drills. And watch film even when they don't have to." He paused before adding, "And who kind of hate to lose." "Sore losers?" Ben shook his head. "No, not at all. I mean, the kind who come to practice wanting to work as hard as they can.. | Patrick Lencioni | ||
| 7e855e3 | we like to believe that we do bad things because of the situations we are in, but somehow we easily come to the conclusion that others do bad things because they are predisposed to being bad. (Similarly, | Patrick Lencioni | ||
| 108b4e2 | Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player. Humility is the single greatest and most indispensable.. | Patrick Lencioni | ||
| 0af87a5 | Trust is just one of five behaviors that cohesive teams must establish to build a healthy organization. | Patrick Lencioni | ||
| 64a6f8b | I believe in the old saying that if you can't measure something, you can't improve it. | Patrick Lencioni | ||
| ed5cc23 | To make meetings less boring, leaders must look for legitimate reasons to provoke and uncover relevant, constructive ideological conflict. By doing so, they'll keep people engaged, which leads to more passionate discussions, and ultimately, to better decisions. | Patrick Lencioni | ||
| e444e76 | To make our meetings more effective, we need to have multiple types of meetings, and clearly distinguish between the various purposes, formats, and timing of those meetings. | Patrick Lencioni | ||
| c680054 | Ironically, most leaders of meetings go out of their way to eliminate or minimize drama and avoid the healthy conflict that results from it. Which only drains the interest of employees. | Patrick Lencioni | ||
| 0a9f713 | And so a leader of a meeting must make it a priority to seek out and uncover any important issues about which team members do not agree. And when team members don't want to engage in those discussions, the leader must force them to do so. Even when it makes him or her temporarily unpopular. | Patrick Lencioni | ||
| 48f21f9 | During the Weekly Tactical, there are two overriding goals: resolution of issues and reinforcement of clarity. Obstacles need to be identified and removed, and everyone needs to be on the same page. | Patrick Lencioni | ||
| 353def7 | Firing someone is not necessarily a sign of accountability, but is often the last act of cowardice | Patrick Lencioni | ||
| 7ade928 | it is far more natural, and common, for leaders to avoid holding people accountable. | Patrick Lencioni | ||
| 562a409 | Conflict is about issues and ideas, while accountability is about performance and behavior. | Patrick Lencioni | ||
| 0162ead | high school kids at In-N-Out Burger and Chick-fil-A are doing largely the same job that kids at any other fast-food restaurant are doing, and yet there are a lot fewer miserable jobs at In-N-Out and Chick-fil-A. The difference is not the job itself. It is the management. And one of the most important things that managers must do is help employees see why their work matters to someone. Even if this sounds touchy-feely to some, it is a fundam.. | Patrick Lencioni | ||
| 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 |