Top 100 Lencioni Quotes
#4. A functional team must make the collective results of the group more important to each individual than individual members' goals.
Patrick Lencioni
#6. We've learned over the years that having a bad client is worse than having none.
Patrick Lencioni
#7. We are a passionate family that believes in standing up strongly for what is right, even when there is a cost. We live our lives around our Church and our faith, placing special emphasis on maximizing our involvement in our children's lives, and nurturing family-like relationships with our friends.
Patrick Lencioni
#8. 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
#9. When a group of intelligent people come together to talk about issues that matter, it is both natural and productive for disagreement to occur. Resolving those issues is what makes a meeting productive, engaging, even fun.
Patrick Lencioni
#10. 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
#11. when leaders fail to tell employees that they're doing a great job, they might as well be taking money out of their pockets and throwing it into a fire,
Patrick Lencioni
#12. 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.
Patrick Lencioni
#13. even though clients require us to be competent enough to meet their needs, it is ultimately our honesty, humility, and selflessness that will endear us to them and allow them to trust and depend on us.
Patrick Lencioni
#14. 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. Teammates are vulnerable with one another; they are confident that their respective vulnerabilities will not be used against them.
Patrick Lencioni
#15. If we don't trust one another, then we aren't going to engage in open, constructive, ideological conflict.
Patrick Lencioni
#16. Clare offered a half-hearted suggestion. "Well, there are coaches I know who do one-on-one counseling." Bobby shook his head. "No, that doesn't usually work. It takes months and only isolates people. It seems like most of them just use it to prepare for their next job.
Patrick Lencioni
#17. management is an everyday thing. Strategy and financial reporting and planning are not.
Patrick Lencioni
#18. few groups of leaders actually work like a team, at least not the kind that is required to lead a healthy organization.
Patrick Lencioni
#19. 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.
Patrick Lencioni
#20. Building a strong team is both possible and remarkably simple. But is painfully difficult.
Patrick Lencioni
#22. Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.
Patrick Lencioni
#23. Ironically, most leaders of meetings go out of their way to eliminate or minimize drama and avoid the healthy conflict that results from it. Which only drains the interest of employees.
Patrick Lencioni
#24. The key ingredient to building trust is not time. It is courage.
Patrick Lencioni
#25. Putting together an agenda before a staff meeting is like a marriage counselor deciding what issues she's going to cover with a couple prior to meeting with them.
Patrick Lencioni
#27. [Nick] brushed the crumbs from his hands and then looked me right in the eye. "Kate," he began, "You are my cousin, and I love you, and I will always, always, always run you over without a second thought to get to a woman with a whole lot of cash.
Tina Lencioni
#28. Conflict is about issues and ideas, while accountability is about performance and behavior.
Patrick Lencioni
#29. What clients want more than anything is to know that we're more interested in helping them than we are in maintaining our revenue source.
Patrick Lencioni
#30. if we weren't willing to tell a client the kind truth, why should they pay us?
Patrick Lencioni
#31. Every endeavor of importance in life, whether it is creative, athletic, interpersonal, or academic, brings with it a measure of discomfort,
Patrick Lencioni
#32. 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.
Patrick Lencioni
#33. If you're not interested in getting better, it's time for you to stop leading.
Patrick Lencioni
#35. trust is not the same as assuming everyone is on the same page as you, and that they don't need to be pushed.
Patrick Lencioni
#36. To achieve results. This is the only true measure of a team P.42
Patrick Lencioni
#37. And so a leader of a meeting must make it a priority to seek out and uncover any important issues about which team members do not agree. And when team members don't want to engage in those discussions, the leader must force them to do so. Even when it makes him or her temporarily unpopular.
Patrick Lencioni
#38. the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it.
Patrick Lencioni
#39. Damn it. I had to respect Michael Casey. I had really hoped that I could keep loathing him.
Patrick Lencioni
#40. An organization has to institutionalize its culture without bureaucratizing it.
Patrick Lencioni
#42. last frontier of competitive advantage will be the transformation of unhealthy organizations into healthy ones,
Patrick Lencioni
#44. I don't think anyone ever gets completely used to conflict. If it's not a little uncomfortable, then it's not real. The key is to keep doing it anyway
Patrick Lencioni
#45. Humility isn't thinking less of yourself, but thinking of yourself less.
Patrick Lencioni
#47. leaders confuse the mere transfer of information to an audience with the audience's ability to understand, internalize, and embrace the message that is being communicated.
Patrick Lencioni
#48. Trust is the foundation of real teamwork (there is nothing touchy-feely about this).
Patrick Lencioni
#49. 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
#50. Regardless of what position people originally took, once the decision is made, everyone supports it. That's why it is critical that no one hold anything back during the discussion.
Patrick Lencioni
#51. 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.
Patrick Lencioni
#52. Failing to hold someone accountable is ultimately an act of selfishness.
Patrick Lencioni
#53. Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
Patrick Lencioni
#54. consensus is usually not achievable. The likelihood of six intelligent people coming to a sincere and complete agreement on a complex and important topic is very low.
Patrick Lencioni
#55. 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.
Patrick Lencioni
#56. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
Patrick Lencioni
#57. That being said, experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.
Patrick Lencioni
#58. It's about knowing that in certain moments you have to offer yourself up as a minor sacrifice to help them accomplish what they need to accomplish. Letting them abuse you, on the other hand, would be a terrible disservice. I know it seems like a fine line, but it's a real one, and it can be done.
Patrick Lencioni
#59. they make it clear that their focus is on understanding, honoring, and supporting the business of the client. As
Patrick Lencioni
#61. Teams have to eliminate ambiguity and interpretation when it comes to success
Patrick Lencioni
#64. Like a good marriage, trust on a team is never complete; it must be maintained over time.
Patrick Lencioni
#65. There is something so powerful about a person who in one moment can be confident enough to confront a client about a sensitive personal issue, and then in the next moment humble themselves and take a position of servitude. It's the paradoxical nature of it all that makes it work.
Patrick Lencioni
#66. the fundamental attribution error is the tendency of human beings to attribute the negative or frustrating behaviors of their colleagues to their intentions and personalities, while attributing their own negative or frustrating behaviors to environmental factors.
Patrick Lencioni
#67. When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
Patrick Lencioni
#69. Some people are hard to hold accountable because they are so helpful. Others because they get defensive. Others because they are intimidating. I don't think it's easy to hold anyone accountable, not even your own kids
Patrick Lencioni
#70. It was astounding how much more comfortable I felt just being honest. So I kept going.
Patrick Lencioni
#71. Sounds crazy and counterintuitive, I know, but it is true.
Patrick Lencioni
#72. 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
#73. Ken always says that his job is to create the best team possible, not to shepherd the careers of individual athletes.
Patrick Lencioni
#74. To make our meetings more effective, we need to have multiple types of meetings, and clearly distinguish between the various purposes, formats, and timing of those meetings.
Patrick Lencioni
#75. Take a bullet for the client. Make everything about the client. Honor the client's work. Do the dirty work.
Patrick Lencioni
#76. teamwork is not a virtue. It is a choice - and a strategic one.
Patrick Lencioni
#77. It's all about standing there naked in front of the client. It's about building trust. And in the end, that means the client trusts them and takes care of them.
Patrick Lencioni
#78. The ultimate test of a great team is results. And considering that tens of thousands of people escaped from the World Trade Center towers in New York City and the Pentagon in Washington, D.C., there can be no doubt that the teams who risked, and lost, their lives to save them were extraordinary.
Patrick Lencioni
#79. Human beings need to be needed, and they need to be reminded of this pretty much every day. They need to know that they are helping others, not merely serving themselves.
Patrick Lencioni
#81. All great relationships, the ones that last over time, require productive conflict in order to grow. This
Patrick Lencioni
#82. 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.
Patrick Lencioni
#83. A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.
Patrick Lencioni
#85. Commitment is a function of two things: clarity and buy-in
Patrick Lencioni
#86. Naked service providers don't enjoy being wrong; they just realize that it is an inevitability. And
Patrick Lencioni
#87. People will walk through fire for a leader that's true and human.
Patrick Lencioni
#88. You admit it was a bad idea as soon as you realize it. You laugh at yourself. You take their ribbing. And most important, you don't stop making suggestions. Most of your ideas won't be horrible. Even
Patrick Lencioni
#89. 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.
Patrick Lencioni
#90. At its core, naked service boils down to the ability of a service provider to be vulnerable - to embrace uncommon levels of humility, selflessness, and transparency for the good of a client.
Patrick Lencioni
#92. every organization must contribute in some way to a better world for some group of people, because if it doesn't, it will, and should, go out of business.
Patrick Lencioni
#93. A job is bound to be miserable if it doesn't involve measurement.
Patrick Lencioni
#97. 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
#98. Naked service providers are so concerned about helping a client that they are willing to ask questions and make suggestions even if those questions and suggestions could turn out to be laughably wrong. They
Patrick Lencioni
#99. 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.
Patrick Lencioni
#100. Trust is knowing that when a team member does push you, they're doing it because they care about the team.
Patrick Lencioni
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