Patrick Lencioni Quotes
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.
Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.
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.
Enron - although an extreme case - is hardly the only company with a hollow set of values.
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.
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.
If you really want to step up your team's creative thinking, take a hard look at how many people you're putting in a room together. More than three to five is probably too many.
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.
Without trust, the most essential element of innovation - conflict - becomes impossible.
The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.
Your focus should be on creating an environment where growth can occur and then letting nature take its course.
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.
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.
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.
Whether we're talking about leadership, teamwork, or client service, there is no more powerful attribute than the ability to be genuinely honest about one's weaknesses, mistakes, and needs for help.
Members of great teams confront each other when they see something that isn't serving the team.
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