Patrick Lencioni Quotes

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I'm kind of a reluctant guru.

I hate touchy-feely things.

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Teamwork is a strategic decision.

Teamwork requires some sacrifice up front; people who work as a team have to put the collective needs of the group ahead of their individual interests.

Team members have to hold each other accountable. If there's a meeting, all members have to commit to be present and to help one another; they can't just check out when they feel they're not getting any benefits.

Team members need to learn to leverage one another, and that doesn't happen over a golf game or on a phone. It happens by getting together and taking the time to know each other.

If you want to lead, you better love people. Even if you don't like them, you have to love them enough to tell them the truth.

I have many times marveled at how I could feel so good about myself while eating peanuts in a middle seat on Southwest Airlines and yet feel so condescended to in first class on United.

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.

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.

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...

Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.

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.

When leaders throughout an organization take an active, genuine interest in the people they manage, when they invest real time to understand employees at a fundamental level, they create a climate for greater morale, loyalty, and, yes, growth.

I've seen it again and again in my consulting: Most teams are too large to be innovative, despite their leaders' best intentions.

If you really want to step up your team's creative thinking, take a hard look at how many people you're putting in a room together. More than three to five is probably too many.

Smaller groups of people can establish trusting relationships.

There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.

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

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

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