A Quote by Patrick Lencioni
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.
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Team members need to be able to admit their weaknesses and mistakes, to acknowledge the strengths of others, and to apologize when they do something wrong.
Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.
An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.
Micromanaging erodes people's confidence, making them overly dependennt on their leaders. Well-meaning leaders inadvertently sabotage their teams by rushing to the rescue and offering too much help. A leader needs to balance assistance with wu wei, backing off long enough to let people learn from their mistakes and develop competence.
Hot groups have members who are task-obsessed and full of passion. They share a style which is "intense, sharply focused, and full bore. Members feel engaged in an important, even vital and personally ennobling mission; their task dominates all other considerations; and although such intense teams tend to remain intact only for a relatively short period of time, that time is remembered nostalgically and in considerable detail by its members.
All nations are more tolerant of their own mistakes and weaknesses than of the mistakes and weaknesses of others.
Step one is to take ownership of figuring strengths ans weaknesses out. It starts with writing them down but, to take ownership, you have got to seek feedback of those who directly observe you - this is scary and uncomfortable for many people. It's no fun to hear negative feedback and most people don't want to stick their necks out to give it to you. So, you have to ask.
You don't accept your weaknesses the same way that you love the weaknesses of another artist, because when they make mistakes they don't look like weaknesses.
Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
Where focus goes, energy flows. And if you don't take the time to focus on what matters, then you're living a life of someone else's design.
I do take defeats well. However, I don't just leave them at that. I take time to analyze why I was defeated and make sure I don't make the same mistakes again. I think it is important to learn from one's mistakes.
Practice following your intuition in everyday things, trusting your gut feelings moment by moment and acting on them as best you can. As you learn to trust yourself in smaller matters, you will build power and confidence to take bigger risks and deal with the larger issues in your life successfully.
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.
When large companies take on risk, then they impose risks on the rest of the system. And these are systemic risks and these systemic risks we never used to think were really that important, but as soon as we recognize how the financial sector - the risks the financial sector takes on can impact the entire global economy, we realize that those risks needed to be controlled for the social good.
I learned that everyone makes mistakes and has weaknesses and that one of the most important things that differentiates people is their approach to handling them. I learned that there is an incredible beauty to mistakes, because embedded in each mistake is a puzzle, and a gem that I could get if I solved it, i.e. a principle that I could use to reduce my mistakes in the future.
The truth is there's so many great TV shows out there now that none of us take absence of awards personally. The most important feedback is the feedback we get from the fans.
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