Patrick Lencioni Quotes

If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.

Trust is knowing that when a team member does push you, they're doing it because they care about the team.

Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.

Members of trusting teams admit weaknesses and mistakes, take risks in offering feedback and assistance, and focus time and energy on important issues, not politics.

When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.

Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

If you’re not interested in getting better, it’s time for you to stop leading.

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.

It's as simple as this. When people don't unload their opinions and feel like they've been listened to, they won't really get on board.

A functional team must make the collective results of the group more important to each individual than individual members' goals.

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.

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.

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.

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.

Failing to hold someone accountable is ultimately an act of selfishness.

Building a strong team is both possible and remarkably simple. But is painfully difficult.

Trust is the foundation of real teamwork (there is nothing touchy-feely about this).

If everything is important, then nothing is.

The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health.

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).

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).

Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

Choose your companions before you choose your road.

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.

It is dangerous if our identity as a leader becomes more important than our identity as a child of God.

Building a cohesive leadership team is the first critical step that an organization must take if it is to have the best chance at success.

People will walk through fire for a leader that's true and human.

Organizational health is the single greatest competitive advantage in any business.

No action, activity, or process is more central to a healthy organization than the meeting

Really great people rarely leave a healthy organization.

A job is bound to be miserable if it doesn't involve measurement.

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.

Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.

Like a good marriage, trust on a team is never complete; it must be maintained over time.

The key ingredient to building trust is not time. It is courage.

When you know your reason for existence, it should effect the decisions you make.

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

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.

As a leader, you're probably not doing a good job unless your employees can do a good impression of you when you're not around.

A core value is something you're willing to get punished for.

Most of the CEO's who fail think they will find the solution to their problems in Finance, Marketing, Strategic Planning, etc., but they don't look for the solution to their problems inside themselves.

Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.

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.

On a team, trust is all about vulnerability, which is difficult for most people.

All things to all people is nothing to everyone.

Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.

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.

Experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.