Book Titles

…groups comprising brilliant individuals will make bad decisions if the group disintegrates into bickering, interpersonal rivalry, or power plays.

…groups are smarter than individuals only when they exhibit the qualities of emotional intelligence.

…the norms of a group help to determine whether it functions as a high-performing team or becomes a loose collection of people working together.

Leaders who have a keen sense of the group’s pivotal norms… can create highly emotionally intelligent teams.

…members of a self-aware team are attuned to the emotional undercurrents of individuals and the group as a whole.

In self-aware, self-managing teams, members themselves will step up to the plate to instill and reinforce resonant norms and to hold one another accountable…

If the cultural norms don’t support passionate action, innovation, or resonance, leaders will find themselves fighting an uphill battle.

…when people have authentic conversations about how they feel about their organization, there tends to be a very high level of agreement about what’s working and what’s not.

…that almost tribal sense of belonging to a special group, of inhabiting a unique world together, characterizes places people love to work.

The degree of an organization’s ‘tribal feel’ can be a good indication of how well it has identified its ideal vision and aligned people around that common purpose.