Quotes from Patrick Lencioni

Once a leadership team has become cohesive and worked to establish clarity and alignment around the answers to the six critical questions, then, and only then, can they effectively move on to the next step: communicating those answers. Or better yet, overcommunicating those answers—over and over and over and over and over and over and over again.

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player. Humility is the single greatest and most indispensable attribute of being a team player.

And they don't worry about whether the potential client will take advantage of their generosity; they know that for every client that does, nine others will appreciate their generosity and start to see themselves as a client even before they formally decide to become one.

When it comes to teams, trust is all about vulnerability. Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses, even fears.

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.

Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

If people don't weigh in, they can't buy in.

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.

his biggest problem was his need for a problem.

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.

No one on a cohesive team can say, Well, I did my job. Our failure isn't my fault.