Members of trusting teams ...

Members of trusting teams accept questions and input about their areas or responsibility, appreciate and tap into one another\'s skills and experiences, and look forward to meetings and other opportunities to work as a group.
Members of trusting teams accept questions and input about their areas or responsibility, appreciate and tap into one another's skills and experiences, and look forward to meetings and other opportunities to work as a group.
 Patrick Lencioni

More phrases

Being self-made is a state of mind, and once you put that mentality to work, your success will come.
 Dave East
A lot of people change for good. Some people just fall off. Just trying to progress in anything, no matter what you're doing, I feel like any progression you make... some people aren't gonna be around you that were around you.
 Dave East
We are in a survival mentality, and that's hard-wired into our humanity, because we are the winners of an evolutionary struggle of millions and millions and millions of years.
 John Shelby Spong
I've always had the mentality of: work hard, get to bed early, focus - and let your work speak for itself.
 Olivia Palermo
If a warrior is to succeed at anything, the success must come gently, with a great deal of effort but with no stress or obsession.

Quotes from the same author

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.
 Patrick Lencioni
The impact of organizational health goes far beyond the walls of a company, extending to customers and vendors, even to spouses and children. It sends people to work in the morning with clarity, hope, and anticipation and brings them home at night with a greater sense of accomplishment, contribution, and self-esteem. The impact of this is as important as it is impossible to measure.
 Patrick Lencioni
The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).
 Patrick Lencioni
Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.
 Patrick Lencioni
Teamwork remains a sustainable competitive advantage that has been largely untapped because it is hard to measure (teamwork impacts the outcome of an organization in such comprehensive and invasive ways that it's virtually impossible to isolate it as a single variable) and because it is extremely hard to achieve (it requires levels of courage and discipline that few executives possess) - ironically, building a strong team is very simple (it doesn't require masterful insights or tactics).
 Patrick Lencioni