Quotes from Patrick Lencioni

During the Weekly Tactical, there are two overriding goals: resolution of issues and reinforcement of clarity. Obstacles need to be identified and removed, and everyone needs to be on the same page.

It's not that they go out of their way to tick off their clients. It's just that they're so focused on saying and doing whatever is in the best interests of those clients that they stop worrying about the repercussions. They make themselves completely vulnerable, or naked, and don't try to protect themselves.

humble self- confidence.

Hungry Only: The Bulldozer

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.

The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring

Tell the kind truth.

Results-oriented teams establish their own measurements for success. They don't allow themselves the wiggle room of subjectivity. But this is not easy, because subjectivity is attractive.

It is at once shocking and understandable that intelligent people cannot see the correlation between failing to take the time to get clarity, closure, and buy-in during a meeting, and the time required to clean up after themselves as a result.

But organizational clarity is not merely about choosing the right words to describe a company's mission, strategy, or values; it is about agreeing on the fundamental concepts that drive it.

Rozbity zespóÅ' jest jak zÅ'amana rÄ™ka lub noga: skÅ'adanie jest zawsze bolesne, zdarza siÄ™ nawet, ?e musisz jÄ… ponownie Å'ama?, by w koÅ"cu lepiej siÄ™ zrosÅ'a. A powtórne Å'amanie boli jeszcze bardziej ni? pierwsze, poniewa? musisz zrobi? to w sposób zamierzony.

Whether we like it or not, meetings are the closest thing to an operating room, a playing field, or a stage that we have.

In consulting, entering the danger comes into play in those moments when you're in a meeting and someone says something that is either strange or politically sensitive, and you know that the level of anxiety and discomfort in the room is high. What you're tempted to do is just be quiet and let the moment pass, but what great consultants do, at least according to Lighthouse, is walk right into the middle of the situation and call it out.

organizational clarity allows a company to delegate more effectively and empower its employees with a true sense of confidence.

If we hate meetings, can we be making good decisions and successfully leading our organizations? I don't think so. There is simply no substitute for a good meeting—a dynamic, passionate, and focused engagement—when it comes to extracting the collective wisdom of a team. The hard truth is, bad meetings almost always lead to bad decisions, which is the best recipe for mediocrity.

Let me assure you that from now on, every staff meeting we have will be loaded with conflict. And they won't be boring. And if there is nothing worth debating, then we won't have a meeting.

So you have to be confident enough to do something that is potentially client-threatening." It

An organization that has achieved clarity has a sense of unity around everything it does. It aligns its resources, especially the human ones, around common concepts, values, definitions, goals, and strategies, thereby realizing the synergies that all great companies must achieve.

When employees at all levels share a common understanding of where the company is headed, what success looks like, whom their competitors are, and what needs to be achieved to claim victory, there is a remarkably low level of wasted time and energy and a powerful sense of traction.

The key to managing this challenge, of course, is to identify a reasonable number of issues that will have the greatest possible impact on the success of your organization, and then spend most of your time thinking about, talking about, and working on those issues.

Meetings are boring because they lack drama. Or conflict. This is a shame because most meetings have plenty of potential for drama, which is essential for keeping human beings engaged.

Celebrate your mistakes.

You admit it was a bad idea as soon as you realize it. You laugh at yourself. You take their ribbing. And most important, you don't stop making suggestions. Most of your ideas won't be horrible. Even

Trust is not the same as assuming everyone is on the same page as you & that they don't need to be pushed. Trust is knowing that when a team member does push you, they're doing it because they care about the team.