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81 " Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot. "
― Patrick Lencioni , The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues
82 " No amount of intellectual prowess or personal charisma can make up for an inability to identify a few simple things and stick to them over time. "
― Patrick Lencioni , The Four Obsessions of an Extraordinary Executive: The Four Disciplines at the Heart of Making Any Organization World Class
83 " The most unhappy people in a company are the ones who don't fit the culture and are allowed to stay. They know they don't belong. Deep down inside they don't want to be there. They're miserable. "
84 " Building a team is hard "
― Patrick Lencioni , The Five Dysfunctions of a Team: A Leadership Fable
85 " Ricky asks her, “You lost your earrings in the living room?” She shakes her head. “No, I lost them in the bedroom. But the light out here is much better.” And there it is. Most leaders prefer to look for answers where the light is better, where they are more comfortable. And the light is certainly better in the measurable, objective, and data-driven world of organizational intelligence (the smart side of the equation) than it is in the messier, more unpredictable world of organizational health. Studying spreadsheets and Gantt charts and financial statements is relatively safe and predictable, which most executives prefer. That’s how they’ve been trained, and that’s where they’re comfortable. What they usually want to avoid at all costs are subjective conversations that can easily become emotional and awkward. And organizational health is certainly fraught with the potential for subjective and awkward conversations. "
― Patrick Lencioni , The Advantage: Why Organizational Health Trumps Everything Else in Business
86 " Ken always says that his job is to create the best team possible, not to shepherd the careers of individual athletes. "
87 " 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 , The 3 Big Questions for a Frantic Family: A Leadership Fable... about Restoring Sanity to the Most Important Organization in Your Life
88 " the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it. "
89 " The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down. "
90 " Direct, personal feedback really is the simplest and most effective form of motivation. "
91 " Hiring without clear and strict criteria for cultural fit greatly hampers the potential for success of any organization. "
92 " No action, activity, or process is more central to a healthy organization than the meeting. "
93 " 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. "
94 " Moments of truth are best handled face-to-face P.30 "
95 " Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them. "
96 " What else should leaders be doing besides going to meetings? "
97 " On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area. "
98 " These are the six questions: 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what? "
99 " so I just go into sales meetings with the idea that I’m going to find a way to help them in some meaningful way. Then, "
― Patrick Lencioni , Getting Naked: A Business Fable about Shedding the Three Fears That Sabotage Client Loyalty
100 " As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take that step themselves. In fact, it probably wouldn’t be advisable for them to do so because there is a good chance that their vulnerability would be neither encouraged nor rewarded. "