Words matter. These are the best Patrick Lencioni Quotes, and they’re great for sharing with your friends.
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.
Clients don’t expect perfection from the service providers they hire, but they do expect honesty and transparency. There is no better way to demonstrate this than by acknowledging when a mistake has been made and humbly apologizing for it.
I hate touchy-feely things.
Having to re-recruit, rehire, and retrain, and wait for a new employee to get up to speed is devastating in terms of cost.
Conflict is always the right thing to do when it matters.
The best leaders over the long term are those who have a sound home life.
People who have a sense of peace that their priorities are in the right place also have a sense of humility and a realistic view on life.
God bless those employees at United who somehow continue to be gracious and patient and generous with customers even while bearing the brunt of a broken company themselves.
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.
I work with CEOs and their executive teams… and very few of these people are really indifferent about their employees or their customers.
Smaller groups of people can establish trusting relationships.
Are your people uncomfortable during meetings and tired at the end? If not, they’re probably not mixing it up enough and getting to the bottom of important issues.
Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.
A lot of times, people find themselves in a meeting where the primary purpose is to receive information, and that’s a poor use of people’s time. Those meetings can be easily dispensed with and can be an email instead that people read in their own time.
Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values – and sticking to them – requires real guts.
Team members need to be able to admit their weaknesses and mistakes, to acknowledge the strengths of others, and to apologize when they do something wrong.
The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.
Every employee needs to know that there’s somebody out there that they serve. And when we don’t let people know that for one reason or another, we’re depriving them of a fulfilling job.
Meetings are usually terrible, but they shouldn’t be.
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.
Team synergy has an extraordinary impact on business results.
I never accepted the premise that meetings themselves were bad.
When team members trust each other and know that everyone is capable of admitting when they’re wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.
What clients are really interested in is honesty, plus a baseline of competence.
Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.
When employees feel anonymous in the eyes of their managers, they simply cannot love their work, no matter how much money they make or how wonderful their jobs seem to be.
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.
When truth takes a backseat to ego and politics, trust is lost.
If you’re not willing to accept the pain real values incur, don’t bother going to the trouble of formulating a values statement. You’ll be better off without one.
Empty values statements create cynical and dispirited employees, alienate customers, and undermine managerial credibility.
Your focus should be on creating an environment where growth can occur and then letting nature take its course.
I know that any group of people can become a team if they do the right things, but I came to realize over time that if you acquire or develop the right kind of people, that process of building a team is going to be much more effective and easier.
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.
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 isn’t serving the team.
Trying to design the perfect plan is the perfect recipe for disappointment.
