Quotes by Patrick Lencioni

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

Whats amazing is that so many leaders who value teamwork will tolerate people who arent humble. They reluctantly hire self-centred people and then justify it because those people have desired skills.

Whether were talking about leadership, teamwork, or client service, there is no more powerful attribute than the ability to be genuinely honest about ones weaknesses, mistakes, and needs for help.

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 isnt serving the team.

Although most executives pay lip service to the idea of hiring for cultural fit, few have the courage or discipline to make it the primary criteria for bringing someone into the company.

I coach soccer, and my wife and I are very involved in our kids lives. Our family is busy with doctor appointments, soccer practice, school, work, travel, vacation... life.

Trying to design the perfect plan is the perfect recipe for disappointment.

When truth takes a backseat to ego and politics, trust is lost.

When team members trust each other and know that everyone is capable of admitting when theyre wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.

Without trust, the most essential element of innovation - conflict - becomes impossible.

Employees who cant trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.

You have to build trust among team members so that people feel free to admit what they dont know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.

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.

Contrary to popular wisdom, the mark of a great meeting is not how short it is or whether it ends on time. The key is whether it ends with clarity and commitment from participants.

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