Patrick Lencioni Quotes
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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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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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I work with CEOs and their executive teams... and very few of these people are really indifferent about their employees or their customers.
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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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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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Where there is humility, there is more success, and lasting success.
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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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Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.
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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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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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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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Conflict is the pursuit of truth.
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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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Meetings are usually terrible, but they shouldn't be.
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When truth takes a backseat to ego and politics, trust is lost.
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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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The problem is too often they are boring, and boring in a meeting happens for the same reason as in a book or movie - when there is not enough compelling tension. Meetings should be intense.
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We learn by taking action and seeing whether it works or not.
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The fact is, employees cannot make breakthroughs if they can't openly and honestly disagree with their peers and their leader. Indeed, great leaders don't just permit conflict; they actively try to elicit it from reluctant employees as well.
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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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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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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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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.