Patrick Lencioni Quotes

I believe that the right thing for us to do, as much as we can and without confusing people, is to talk about how we're doing, the things that are going well but also the things that aren't going well.

I find that when you open the door toward openness and transparency, a lot of people will follow you through.

In all my public and private acts as your president, I expect to follow my instincts of openness and candor with full confidence that honesty is always the best policy in the end.

If you're a coach, and you don't have trust with players, you've got no chance, and your credibility is zero. And that's why it's so important to tell them the truth. If you have something that you're upset about, tell them the truth. If they're doing something wrong, tell them the truth.

I can't be a hypocrite as a coach because as a player that's what I wanted. I wanted feedback, I wanted communication from the boss. I showed up for work, you can yell at me if you want, but I want input. So that's the kind of coach I want to be.

Be honest, brutally honest. That is what's going to maintain relationships.

My opening words to anybody I hire are, 'I'm an extremely vulnerable person.'

I often ask people what I did wrong in the last meeting, because then others feel they have permission to own their mistakes, too.

Employees who can't trust their leader to be vulnerable are not going to be vulnerable and build trust with one another.

Players are smart. That locker room knows. So don't hide anything.

For me it was just about staying the course, staying true to who I believe that I am, being open, being honest, being transparent with the players, being firm with the players but at the same time listening to the players.

You have to build trust among team members so that people feel free to admit what they don't know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.

Candor is the key to collaborating effectively. Lack of candor leads to dysfunctional environments.

Everybody's so scared to be honest with one another. If you didn't like the way I handled myself in practice, one of the players, come up to me. Somebody say something - anybody. I'm not gonna take it as offense; it's not personal.

What I do know as a manager, as a person, is that you have to try and be honest with everyone around you. If I leave a player out, they deserve an explanation. It's about communication, about being clear in what you want.

Members of trusting teams admit weaknesses and mistakes, take risks in offering feedback and assistance, and focus time and energy on important issues, not politics.

Candor disarms paranoia.

... the approach of admitting our errors, besides being most true to a gospel of grace, is also most effective at expressing who we are. Propaganda turns people off; humbly admitting mistakes disarms.

Trust happens when leaders are transparent.

Servant leadership teaches us that you have to lay your cards on the table.

Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

One thing I have always promised is to be open and transparent and to treat employees and partners with respect and integrity.

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

When trust improves, the mood improves.

I usually tell people upfront what to expect, and that I really want their feedback and their ideas, and if they think I've got a hair out of place or food stuck in my teeth, gosh, I want to know that.