Patrick Lencioni Quotes
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Trying to design the perfect plan is the perfect recipe for disappointment.
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The kind of people that all teams need are people who are humble, hungry, and smart: humble being little ego, focusing more on their teammates than on themselves. Hungry, meaning they have a strong work ethic, are determined to get things done, and contribute any way they can. Smart, meaning not intellectually smart but inner personally smart.
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Some companies simply aren't meant to be bigger than they are. They provide products and services that satisfy their customers in a way that pays the bills, produces reasonable profits, and allows them to keep their people employed and fulfilled. And there's nothing whatsoever wrong with that.
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Team members have to hold each other accountable. If there's a meeting, all members have to commit to be present and to help one another; they can't just check out when they feel they're not getting any benefits.
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Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.
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Teamwork requires some sacrifice up front; people who work as a team have to put the collective needs of the group ahead of their individual interests.
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I'm kind of a reluctant guru.
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What clients are really interested in is honesty, plus a baseline of competence.
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Whether we're talking about leadership, teamwork, or client service, there is no more powerful attribute than the ability to be genuinely honest about one's weaknesses, mistakes, and needs for help.
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Members of great teams confront each other when they see something that isn't serving the team.
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The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining, and having them stop what they are doing to intervene.
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If you really want to step up your team's creative thinking, take a hard look at how many people you're putting in a room together. More than three to five is probably too many.
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Meetings are the linchpin of everything. If someone says you have an hour to investigate a company, I wouldn't look at the balance sheet. I'd watch their executive team in a meeting for an hour. If they are clear and focused and have the board on the edge of their seats, I'd say this is a good company worth investing in.
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You have to build trust among team members so that people feel free to admit what they don't know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.
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The majority of meetings should be discussions that lead to decisions.
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Failing to engage in conflict is a terrible decision, one that puts our temporary comfort and the avoidance of discomfort ahead of the ultimate goal of our organization.
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I've spent many a long flight talking to flight attendants, trying to understand what kind of employment experience underlies such a consistent lack of concern for customers.
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Team synergy has an extraordinary impact on business results.
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Home is most important in the long run.
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Every employee needs to know that there's somebody out there that they serve. And when we don't let people know that for one reason or another, we're depriving them of a fulfilling job.
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Are your people uncomfortable during meetings and tired at the end? If not, they're probably not mixing it up enough and getting to the bottom of important issues.
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There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.
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The best leaders over the long term are those who have a sound home life.
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Where there is humility, there is more success, and lasting success.