Patrick Lencioni Quotes
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Home is most important in the long run.
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Team members need to learn to leverage one another, and that doesn't happen over a golf game or on a phone. It happens by getting together and taking the time to know each other.
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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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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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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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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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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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The best leaders over the long term are those who have a sound home life.
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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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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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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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Empty values statements create cynical and dispirited employees, alienate customers, and undermine managerial credibility.
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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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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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Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.
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Where there is humility, there is more success, and lasting success.
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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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I know that any group of people can become a team if they do the right things, but I came to realize over time that if you acquire or develop the right kind of people, that process of building a team is going to be much more effective and easier.
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God bless those employees at United who somehow continue to be gracious and patient and generous with customers even while bearing the brunt of a broken company themselves.
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If you have doubt about a person's humility or smarts, don't ignore it. More often than not, there is something causing that doubt.
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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.