Quotes About Trust

All great relationships, the ones that last over time, require productive conflict in order to grow.

Moments of truth are best handled face-to-face P.30

Rita laughed. "I know. Technically, you're right. But I think a guy at this level needs a little more rope." Rich was adamant now. "No. Less rope. Senior people should get less rope, because in the process of hanging themselves, they snag other people too.

When team members do not openly debate and disagree about important ideas, they often turn to back channel personal attacks, which are far nastier and more harmful than any heated argument over issues

Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

small gaps between executives high up in an organization become major discrepancies by the time they reach employees below

All great relationships, the ones that last over time, require productive conflict in order to grow. This is true in marriage, parenthood, friendship, and certainly business.

I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I'd like to see you doing the same. We don't have time to waste.

One of the most difficult challenges for a leader who wants to instill accountability on a team is to encourage and allow the team to serve as the first and primary accountability mechanism.

No, trust is not the same as assuming everyone is on the same page as you, and 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.

Yeah, in my last company we called it 'disagree and commit.' You can argue about something and disagree, but still commit to it as though everyone originally bought into the decision completely.

But I can assure you that we're going to find the right person. That means everyone here will be interviewing candidates and pushing to find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.

All great relationships, the ones that last over time, require productive conflict in order to grow. This

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

When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. As a result, they get more done in less time and with less cost.

Building a cohesive leadership team is the most critical of the four disciplines because it enables the other three. It is also the most elusive because it requires considerable interpersonal commitment from an executive team and its leader.

identify one particular insight from their profile that they feel highlights a weakness that they would like to address for the good of the team.

The essence of a cohesive leadership team is trust, which is marked by an absence of politics, unnecessary anxiety, and wasted energy. Every executive wants to achieve this, but few are able to do so because they fail to understand the roots of these problems, the most damaging of which is politics.

KEY POINTS—BUILDING TRUST • Trust is the foundation of teamwork. • On a team, trust is all about vulnerability, which is difficult for most people. • Building trust takes time, but the process can be greatly accelerated. • Like a good marriage, trust on a team is never complete; it must be maintained over time.

When an executive decides not to confront a peer about a potential disagreement, he or she is dooming employees to waste time, money, and emotional energy dealing with unresolvable issues. This causes the best employees to start looking for jobs in less dysfunctional organizations, and it creates an environment of disillusionment, distrust, and exhaustion for those who stay.

More than anything else, cohesive teams are efficient. They arrive at decisions more quickly and with greater buy-in than non-cohesive teams do.

I don't know how else to say this, but building a team is hard.

What is most important is that team members get comfortable letting their colleagues see them for who they are. No pretension. No positioning.

the only thing that really matters is this: are they holding back their opinions? Members of great teams do not.