Patrick Lencioni Quotes

If you don't have the right culture, in the difficult moments, the tree is going to shake, so my job is to convince everybody that this is how we are going to live, and if you are going to be part of this organisation it has to be in these terms and in this way.

If I can impact an executive and his or her team, I can help to change the culture of an organization.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

In the larger companies, you have this tendency to get top-down direction.

Great companies in the way they work, start with great leaders.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

I learned a lot from Jack Welch about how to run a business.

The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.

Lewis Booth and Derrick Kuzak represent the very best of Ford and our culture and built a legacy of leadership, integrity and commitment to excellence that will benefit us for years to come.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

Look first at management. That's the key to a company.

Unfortunately, as you hire more people, the casual, informal 'do what it takes' culture, which worked so well at less than 40 people, becomes chaotic and less effective.

You're supposed to have a passionate purpose as a CEO.

At the end of the day, you want to do what's best for your organization, present and future.

Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.

I grew up in the IBM school of management.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.

Really great people rarely leave a healthy organization.

Anyone in a large organization who thinks major change is impossible should probably get out.

To survive and succeed, every organization will have to turn itself into a change agent

Everyone in a successful organization must be willing and ready to risk. Risk is like change; it's not a choice.

Strong leaders equal strong organizations.

Your organization can start tweeting, but that wont change its DNA.

Our findings do not represent a quick fix, or the next fashion statement in a long string of management fads, or the next buzzword of the day, or a new 'program' to introduce. No! The only way to make any company visionary is through a long-term commitment to an eternal process of building the organization to preserve the core and stimulate progress.