Patrick Lencioni Quotes
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Anybody, and any company, can have a big run of success once, but if you're going to repeat that over time, you need to be aware that you need to keep learning.
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Home is most important in the long run.
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What's amazing is that so many leaders who value teamwork will tolerate people who aren't humble. They reluctantly hire self-centred people and then justify it because those people have desired skills.
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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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Conflict is always the right thing to do when it matters.
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If you want to lead, you better love people. Even if you don't like them, you have to love them enough to tell them the truth.
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When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.
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When leaders throughout an organization take an active, genuine interest in the people they manage, when they invest real time to understand employees at a fundamental level, they create a climate for greater morale, loyalty, and, yes, growth.
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I never accepted the premise that meetings themselves were bad.
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Make sure that the people at the top are working together and there aren't divisions of labor. Don't have people working in silos; have them working across the team.
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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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Irrelevance is the feeling that an employee gets when they don't see how their job really makes a difference in someone else's life in some large or small way.
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The best leaders over the long term are those who have a sound home life.
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Employees that feel known and they feel like they know why their job matters and they have a sense of measuring it stay later, do extra work, and are committed to the organization above the requirements that they have.
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Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.
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The sad fact is that it would be fair to say that United is a generic, bureaucratic, tired company. A sort of DMV in the sky. No real culture. No real strategy. No real expectations for employees or customers. All of which is a shame.
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Empty values statements create cynical and dispirited employees, alienate customers, and undermine managerial credibility.
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I've seen it again and again in my consulting: Most teams are too large to be innovative, despite their leaders' best intentions.
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I have many times marveled at how I could feel so good about myself while eating peanuts in a middle seat on Southwest Airlines and yet feel so condescended to in first class on United.
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Smart people tend to know what is happening in a group situation and how to deal with others in the most effective way. They ask good questions, listen to what others are saying, and stay engaged in conversations intently.
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On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.
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If you're not willing to accept the pain real values incur, don't bother going to the trouble of formulating a values statement. You'll be better off without one.
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Even though I wrote 'The 3 Big Questions for a Frantic Family,' my life is as chaotic as most people's.
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When employees feel anonymous in the eyes of their managers, they simply cannot love their work, no matter how much money they make or how wonderful their jobs seem to be.