Patrick Lencioni

Failing to engage in conflict is a terrible decision, one that puts our temporary comfort and the avoidance of discomfort ahead of the ultimate goal of our organization.

Patrick Lencioni

Great organizations, unlike countries, are never run like a democracy.

Patrick Lencioni

Humble leaders provoke levels of loyalty, commitment and performance that more ego-centric leaders can’t quite elicit or understand.

Patrick Lencioni

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

Patrick Lencioni

If the CEO’s behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO’s behavior.

Patrick Lencioni

If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict.

Patrick Lencioni

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.

Patrick Lencioni

It’s all about standing there naked in front of the client. It’s about building trust. And in the end, that means the client trusts them and takes care of them.

Patrick Lencioni

Leaders often underestimate the impact of even subtle misalignment at the top and the damage caused by small gaps among the executive team.

Patrick Lencioni

Make sure that the people at the top are working together and there aren’t divisions of labor. Don’t have people working in silos; have them working across the team.

Patrick Lencioni