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| Link | Quote | Stars | Tags | Author |
| 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 | ||
| 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 | ||
| 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 | ||
| 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 |