 |
The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up… first.
|
37 |
 |
When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
|
38 |
 |
When leadership team members avoid discomfort among themselves, they only transfer it in far greater quantities to larger groups of people…
|
40 |
 |
When leadership teams wait for consensus before taking action, they usually end up with decisions that are made too late and are mildly disagreeable to everyone.
|
48 |
 |
The only way to prevent passive sabotage is for leaders to demand conflict from their team members…
|
51 |
 |
Peer-to-peer accountability is the primary and most effective source of accountability on a leadership team.
|
54 |
 |
The leader of the team, though not the primary source of accountability, will always be the ultimate arbiter of it.
|
56 |
 |
It’s difficult to overstate the competitive advantage that an accountability-friendly organization has over one where leaders don’t hold one another accountable.
|
60 |
 |
…clarity…is a word that is used incessantly by leaders, consultants, and organizational theorists, and yet… real alignment remains frustratingly rare.
|
73 |
 |
There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned.
|
75 |
