Quotes of All Topics . Occasions . Authors
I'm kind of a reluctant guru.
Conflict is the pursuit of truth.
Teamwork is a strategic decision.
Home is most important in the long run.
If everything is important, then nothing is.
The only real payoff for leadership is eternal.
All things to all people is nothing to everyone.
Choose your companions before you choose your road.
. . . his biggest problem was his need for a problem.
Really great people rarely leave a healthy organization.
Conflict is always the right thing to do when it matters.
A core value is something you're willing to get punished for.
Team synergy has an extraordinary impact on business results.
Smaller groups of people can establish trusting relationships.
When truth takes a backseat to ego and politics, trust is lost.
I never accepted the premise that meetings themselves were bad.
The key ingredient to building trust is not time. It is courage.
People will walk through fire for a leader that's true and human.
A job is bound to be miserable if it doesn't involve measurement.
Where there is humility, there is more success, and lasting success.
The majority of meetings should be discussions that lead to decisions.
Failing to hold someone accountable is ultimately an act of selfishness.
The best leaders over the long term are those who have a sound home life.
Trying to design the perfect plan is the perfect recipe for disappointment.
If you’re not interested in getting better, it’s time for you to stop leading.
On a team, trust is all about vulnerability, which is difficult for most people.
What clients are really interested in is honesty, plus a baseline of competence.
When you know your reason for existence, it should effect the decisions you make.
Organizational health is the single greatest competitive advantage in any business.
Trust is the foundation of real teamwork (there is nothing touchy-feely about this).
Without trust, the most essential element of innovation - conflict - becomes impossible.
Like a good marriage, trust on a team is never complete; it must be maintained over time.
Enron - although an extreme case - is hardly the only company with a hollow set of values.
Building a strong team is both possible and remarkably simple. But is painfully difficult.
No action, activity, or process is more central to a healthy organization than the meeting
Members of great teams confront each other when they see something that isn't serving the team.
If you don't know what your family stands for and what your life situation is, you're in trouble.
You can go to work and actually make someone else's job less miserable. Use your job to help others.
It is dangerous if our identity as a leader becomes more important than our identity as a child of God.
Even though I wrote 'The 3 Big Questions for a Frantic Family,' my life is as chaotic as most people's.
Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.
Trust is knowing that when a team member does push you, they're doing it because they care about the team.
Hungry people are always looking for more. More things to do. More to learn. More responsibility to take on.
Your focus should be on creating an environment where growth can occur and then letting nature take its course.
Great teams argue. Not in a mean-spirited or personal way, but they disagree when important decisions are made.
At the heart of every great movie is conflict. It's the same with a meeting. There should be conflict and tension.
When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.
Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.
Having to re-recruit, rehire, and retrain, and wait for a new employee to get up to speed is devastating in terms of cost.