Quotes by Patrick Lencioni - Page 3

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.
Patrick Lencioni / Writer
Humble
Justify
Teamwork
Tolerate
Desired
Hire
Reluctantly
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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.
Patrick Lencioni / Writer
Trust
Members
Team
Ask
Build
Feel
Free People Feel
Admit
Free
Among
Apologize
Mistakes
Back
Hold
Help
Necessary
Opinions
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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.
Patrick Lencioni / Writer
Guts
Rallying
Serving
Employees
Sticking
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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.
Patrick Lencioni / Writer
Best
Accountability
Complaining
Efficient
Leader
Peer Pressure
Pressure
Team
Anonymously
Doing
Them
Effective
Having
Intervene
Peer
Stop
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There is just no escaping the fact that the single biggest factor determining whether an organization is going to get healthier - or not - is the genuine commitment and active involvement of the person in charge.
Patrick Lencioni / Writer
Commitment
Escaping
Organization
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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.
Patrick Lencioni / Writer
Commit
Accountable
Check
Meeting
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An organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.
Patrick Lencioni / Writer
Decision
Giving
Organization
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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.
Patrick Lencioni / Writer
Core
Customers
Depends
Destructive
Drivers
Heroic
Marketing
Offers
Pricing
Acquisitions
Authentic
Efforts
Forced
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You need to make sure you hire people who are capable of being strong team players. Team members should fit the company's culture, be committed to the team, and be capable of being genuinely vulnerable and selfless.
Patrick Lencioni / Writer
Being Strong
Capable
Committed
Members
Selfless
Genuinely
Hire
Strong Team
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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.
Patrick Lencioni / Writer
Teacher
Ceo
Good People
Organization
Painful
Saying Goodbye
Seeing
Sunday
Sunday School
Good Walk People
Almost Nothing
Door
Priest
School Teacher
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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.
Patrick Lencioni / Writer
Committed
Measuring
Requirements
Work Feel Know
Employees
Extra
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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.
Patrick Lencioni / Writer
Engaged
Smart People
Good Smart People
Conversations
Effective
Effective Way
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Members of trusting teams accept questions and input about their areas or responsibility, appreciate and tap into one another's skills and experiences, and look forward to meetings and other opportunities to work as a group.
Patrick Lencioni / Writer
Opportunity
Responsibility
Teamwork
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If the CEO's behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO's behavior.
Patrick Lencioni / Writer
Focus
Healthy
Organization
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Trust is the confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates are not comfortable being vulnerable with one another.
Patrick Lencioni / Writer
Groups
Teammate
Teamwork
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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.
Patrick Lencioni / Writer
Confidence
Courage
Trust
Commit
Members
Serving
Team
Decisions
Open
Confront
Engage
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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.
Patrick Lencioni / Writer
Sad
Customers
Generic
Sky
Strategy
Tired
Bureaucratic
Employees
Fair
Sad Fact
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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.
Patrick Lencioni / Writer
Apologizing
Clients
Honesty
Providers
Service Providers
Transparency
Acknowledging
Better Way
Demonstrate
Hire
Humbly
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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.
Patrick Lencioni / Writer
Conflict
Disagree
Honestly
Leader
Peers
Permit
Reluctant
Actively
Breakthroughs
Elicit
Employees
Great Leaders
Indeed
Openly
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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.
Patrick Lencioni / Writer
Loyalty
Active
Climate
Genuine
Greater
Growth
Interest
Manage
Morale
Organization
Real
Understand
Take
Invest
Create
Employees
Fundamental
Leaders
Level
Real Time
Throughout
Yes
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Open, frank communication is the lynchpin to teamwork. A fractured team is like a fractured bone; fixing it is always painful and sometimes you have to re-break it to heal it fully - and the re-break always hurts more because it is intentional.
Patrick Lencioni / Writer
Communication
Hurt
Teamwork
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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.
Patrick Lencioni / Writer
Acquire
Effective
Time Process People
Right Kind
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I've become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are; it has everything to do with how healthy they are.
Patrick Lencioni / Writer
Differences
Smart
Successful
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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.
Patrick Lencioni / Writer
Meetings
Meeting
Primary
Receive
Times People
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Hungry people almost never have to be pushed by a manager to work harder, because they are self-motivated and diligent. They are constantly thinking about the next step and the next opportunity. And they loathe the idea that they might be perceived as slackers.
Patrick Lencioni / Writer
Diligent
Hungry
Loathe
Manager
Next Step
Perceived
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As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.
Patrick Lencioni / Writer
Running
Simple
Team
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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.
Patrick Lencioni / Writer
Bills
Employed
Fulfilled
Meant To Be
Reasonable
People Way Nothing
Pays
Produces
Satisfy
Services
Whatsoever
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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.
Patrick Lencioni / Writer
Balance
Clear
Company
Focused
Good Company
Investing
Seats
Team
Board
Watch
Edge
Executive
Look
Hour
Investigate
Meeting
Says
Sheet
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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.
Patrick Lencioni / Writer
Consensus
Holding
Openly
Passionately
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I have yet to meet members of a leadership team who I thought lacked the intelligence or the domain expertise required to be successful. I've met many, however, who failed to foster organizational health. Their companies were riddled with politics, various forms of dysfunction, and general confusion about their direction and mission.
Patrick Lencioni / Writer
Leadership
Confusion
Domain
Dysfunction
Expertise
Members
Organizational
Forms
Companies
Direction
Failed
Foster
However
Mission
Met
Required
Riddled
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Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.
Patrick Lencioni / Writer
Dysfunction
Real
Teamwork
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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.
Patrick Lencioni / Writer
Work
Determined
Done
Ego
Humble
People
Smart
Strong
Way
Work Ethic
Little
Things
Need
More
Being
Get
Any
Who
Teammates
Contribute
Ethic
Focusing
Inner
Intellectually
Meaning
Personally
Than
Themselves
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The impact of organizational health goes far beyond the walls of a company, extending to customers and vendors, even to spouses and children. It sends people to work in the morning with clarity, hope, and anticipation and brings them home at night with a greater sense of accomplishment, contribution, and self-esteem. The impact of this is as important as it is impossible to measure.
Patrick Lencioni / Writer
Morning
Children
Wall
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Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.
Patrick Lencioni / Writer
Careers
Successful
Teamwork
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The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).
Patrick Lencioni / Writer
Careers
Ego
Team
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Teamwork remains a sustainable competitive advantage that has been largely untapped because it is hard to measure (teamwork impacts the outcome of an organization in such comprehensive and invasive ways that it's virtually impossible to isolate it as a single variable) and because it is extremely hard to achieve (it requires levels of courage and discipline that few executives possess) - ironically, building a strong team is very simple (it doesn't require masterful insights or tactics).
Patrick Lencioni / Writer
Simple
Strong
Teamwork
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Patrick Lencioni Quotes - Page 3

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