Patrick Lencioni Quotes
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We learn by taking action and seeing whether it works or not.
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Sometimes you're going to have someone on your team who's just not comfortable with being open. You have to ask yourself, 'Is this person going to allow us to be a real team?' Maybe they're not right for your team. You have to be willing to lose someone sometimes.
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If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
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Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.
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Clients don't expect perfection from the service providers they hire, but they do expect honesty and transparency. There is no better way to demonstrate this than by acknowledging when a mistake has been made and humbly apologizing for it.
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Team members need to be able to admit their weaknesses and mistakes, to acknowledge the strengths of others, and to apologize when they do something wrong.
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Conflict is the pursuit of truth.
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I coach soccer, and my wife and I are very involved in our kids' lives. Our family is busy with doctor appointments, soccer practice, school, work, travel, vacation... life.
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When team members openly and passionately share their opinions about a decision, they don't wonder whether anyone is holding back. Then, when the leader has to step in and make a decision because there is no easy consensus, team members will accept that decision because they know that their ideas were heard and considered.
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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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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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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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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.
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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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For organizations seriously committed to making teamwork a cultural reality, I'm convinced that 'the right people' are the ones who have three virtues in common - humility, hunger, and people smarts.
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Having to re-recruit, rehire, and retrain, and wait for a new employee to get up to speed is devastating in terms of cost.
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Great teams argue. Not in a mean-spirited or personal way, but they disagree when important decisions are made.
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A lot of times, people find themselves in a meeting where the primary purpose is to receive information, and that's a poor use of people's time. Those meetings can be easily dispensed with and can be an email instead that people read in their own time.
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Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.
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At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.
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Smaller groups of people can establish trusting relationships.
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Contrary to popular wisdom, the mark of a great meeting is not how short it is or whether it ends on time. The key is whether it ends with clarity and commitment from participants.
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Enron - although an extreme case - is hardly the only company with a hollow set of values.
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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.