Lencioni 5 Quotes & Sayings

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

management is an everyday thing. Strategy and financial reporting and planning are not. — Patrick Lencioni

there is no such thing as too much communication. — Patrick Lencioni

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

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

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

high school kids at In-N-Out Burger and Chick-fil-A are doing largely the same job that kids at any other fast-food restaurant are doing, and yet there are a lot fewer miserable jobs at In-N-Out and Chick-fil-A. The difference is not the job itself. It is the management. And one of the most important things that managers must do is help employees see why their work matters to someone. Even if this sounds touchy-feely to some, it is a fundamental part of human nature. — Patrick Lencioni

Conflict is about issues and ideas, while accountability is about performance and behavior. — Patrick Lencioni

ADMIT YOUR WEAKNESSES AND LIMITATIONS — Patrick Lencioni

The enemy of accountability is ambiguity — Patrick Lencioni

few groups of leaders actually work like a team, at least not the kind that is required to lead a healthy organization. — Patrick Lencioni

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. — Patrick Lencioni

It's not that they go out of their way to tick off their clients. It's just that they're so focused on saying and doing whatever is in the best interests of those clients that they stop worrying about the repercussions. They make themselves completely vulnerable, or naked, and don't try to protect themselves. — Patrick Lencioni

Take a bullet for the client. Make everything about the client. Honor the client's work. Do the dirty work. — Patrick Lencioni

the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it. — Patrick Lencioni

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

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

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

All great relationships, the ones that last over time, require productive conflict in order to grow. This — Patrick Lencioni

During the Weekly Tactical, there are two overriding goals: resolution of issues and reinforcement of clarity. Obstacles need to be identified and removed, and everyone needs to be on the same page. — Patrick Lencioni

organizations learn by making decisions, even bad ones. — Patrick Lencioni

Personal growth might not be so bad after all, I decided. — Patrick Lencioni

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like "I screwed up," "I need help," "Your idea is better than mine," "I wish I could learn to do that as well as you do," and even, "I'm sorry." When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don't waste time and energy putting on airs or pretending to be someone they're not. Over time, this creates a bond that exceeds what many people ever experience in their lives and, — Patrick Lencioni

The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up and doing something that feels unsafe and uncomfortable first. By getting naked before anyone else, by taking the risk of making himself vulnerable with no guarantee that other members of the team will respond in kind, a leader demonstrates an extraordinary level of selflessness and dedication to the team. And that gives him the right, and the confidence, to ask others to do the same. — Patrick Lencioni

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

the naked approach is certainly not limited to our field. It applies to anyone who provides ongoing, relationship-based advice, counsel, or expertise to a customer, inside or outside of a company. Or better yet, it applies to anyone whose success is tied to building loyal and sticky relationships with the people they serve. — Patrick Lencioni

A fractured team is just like a broken arm or leg; fixing it is always painful, and sometimes you have to rebreak it to make it heal correctly. And the rebreak hurts a lot more than the initial break, because you have to do it on purpose P.37 — Patrick Lencioni

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

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

So many people there are so concerned about being socially conscious and environmentally aware, but they don't give a second thought to how they treat the guy washing their car or cutting their grass. — Patrick Lencioni

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

Sounds crazy and counterintuitive, I know, but it is true. — Patrick Lencioni