Thoughts From The Field

Five Missteps on the Path to Organizational Health

By Jeff Gibson
September 2016

I've always been very disciplined.  Even as a kid, I wanted to do things the "best way."  I remember going to the dentist once and when he asked about my teeth-brushing habits, I proudly explained, "always twice a day, and I brush side to side."  "I can see that," he responded. "But you should brush up and down instead." That's when I learned that even though I had the discipline and the right intentions, I wasn't executing correctly. 

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POV

Institutionalization vs. Bureaucracy

By Pat Lencioni
June 2016

Whenever I speak to a group of executives about organizational health, I explain that leaders must "institutionalize a company's culture without bureaucratizing it." People universally respond to this, most likely because they understand the painful impact of creeping bureaucracy.

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POV

Enough About Millennials

By Pat Lencioni
June 2016

Am I the only person in the world who is tired of hearing people talk about Millennials? Whether it's a complaint about their entitlement mentality or a declaration of their brilliance, it all strikes me as shallow and simplistic.

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POV

Drafting Ideal Team Players

By Pat Lencioni
April 2016

Today is the beginning of the NFL Draft, professional football's annual hiring extravaganza. It has become something of an obsession for NFL fans, and even for people who simply enjoy the idea of hiring and strategy.

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POV

The Linchpin of Organizational Health

By Pat Lencioni
February 2016

While there are a number of factors involved in making such a prediction, I'm convinced that there is one single indicator that demonstrates that a client really "gets it," that they are likely to experience the kind of transformation that only organizational health can bring about. 

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Thoughts From The Field

Thoughts from the Field - Issue #25 - Jedi Wisdom for Teams

By Russ Sabia
February 2016

With all of the recent fanfare surrounding the release of "Star Wars, The Force Awakens," I thought it might be interesting to channel some of Yoda's Jedi wisdom to our approach to teamwork, specifically the model found in Patrick Lencioni's book The Five Dysfunctions of a Team.  In my ten years consulting to leadership teams, one thing that has become very clear to me is the importance of the role of the leader to the success of a team.  Yoda's skill as a teacher, mentor, truth teller and leader impressed me as I think about the teams that I work with. Here are five of Yoda's teachings as they relate to some of the common issues we encounter with our client teams.

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Thoughts From The Field

Getting Clear About Clarity

By Gordon Blocker
December 2015

In my work as a principal consultant helping clients create clarity, I've seen a variety of responses and rates of success. Some find traction quickly. Others, however, are caught in old paradigms and cannot break out. It seems simple, but it's not always an easy task. The first thing I usually address is to make sure that people understand the purpose of clarity. Why clarity? What is its purpose and impact? The goal of clarity is not to generate new information. The goal is transformation. Answers to our six critical questions actually fuel effective problem solving and decision-making.

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Thoughts From The Field

The Gas Pedal vs. Stuck in Neutral Leader

By Glenn Lyday
October 2015

My mom and dad would have made excellent CEOs. At least, that's how I reflect back on their leadership capabilities now (believe me, I wasn't nerding out on their "leadership capabilities" when I was seven). They were excellent decision-makers because they knew how to bring my two siblings and me along in any decision-making process, yet always made it very clear that it was their decision to make. 

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POV

The Dangerous Fear of Attrition

By Pat Lencioni
October 2015

Many leaders have something of an obsession with retention, and a corresponding fear of attrition.  Whether we’re talking about employees, customers or even members of a church congregation, we seem to have an almost unconscious desire to do whatever we can to keep anyone from leaving.

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Thoughts From The Field

Peer-to-Peer Accountability: The Game Changer

By Shelly Setzer
August 2015

Recently, while I was working with a long-time client, I was struck by the candor and intensity with which two of the teammates were interacting. Over a year ago, when our work together was still in its infancy, things were radically different (tense and strained are a couple of descriptors that come to mind). In fact, Bill, the head of a major division of this organization, and one of his peers, Samantha, were close to a breaking point. Their different communication and decision-making styles had caused such friction and tension that they had lost respect and trust for one another.

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