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Top 100 Patrick Lencioni Quotes (2025 Update)
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Patrick Lencioni Quote: “Conflict is nothing more than an anxious situation that needs to be resolved.”

101. “Conflict is nothing more than an anxious situation that needs to be resolved.”

— Patrick Lencioni

Patrick Lencioni Quote: “So many people there are so concerned about being socially conscious and environmentally aware, but they don’t give a second thought to how they treat the guy washing their car or cutting their grass.”

102. “So many people there are so concerned about being socially conscious and environmentally aware, but they don’t give a second thought to how they treat the guy washing their car or cutting their grass.”

— Patrick Lencioni

Patrick Lencioni Quote: “Most of the CEO’s who fail think they will find the solution to their problems in Finance, Marketing, Strategic Planning, etc., but they don’t look for the solution to their problems inside themselves.”

103. “Most of the CEO’s who fail think they will find the solution to their problems in Finance, Marketing, Strategic Planning, etc., but they don’t look for the solution to their problems inside themselves.”

— Patrick Lencioni

Patrick Lencioni Quote: “Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust. This is not unlike a husband and wife recovering from a big argument and developing closer ties and greater confidence in their relationship as a result.”

104. “Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust. This is not unlike a husband and wife recovering from a big argument and developing closer ties and greater confidence in their relationship as a result.”

— Patrick Lencioni

Patrick Lencioni Quote: “Nowhere does this tendency toward artificial harmony show itself more than in mission-driven nonprofit organizations, most notably churches. People who work in those organizations tend to have a misguided idea that they cannot be frustrated or disagreeable with one another. What they’re doing is confusing being nice with being kind.”

105. “Nowhere does this tendency toward artificial harmony show itself more than in mission-driven nonprofit organizations, most notably churches. People who work in those organizations tend to have a misguided idea that they cannot be frustrated or disagreeable with one another. What they’re doing is confusing being nice with being kind.”

— Patrick Lencioni

Patrick Lencioni Quote: “If you ask me, the best thing that’s happened in the last year is that we’ve almost become a jackass-free zone. No matter what happens, and what challenge we might face, give me a roomful of people who aren’t jackasses, and I’ll be happy to take it on.”

106. “If you ask me, the best thing that’s happened in the last year is that we’ve almost become a jackass-free zone. No matter what happens, and what challenge we might face, give me a roomful of people who aren’t jackasses, and I’ll be happy to take it on.”

— Patrick Lencioni

Patrick Lencioni Quote: “If the CEO’s behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO’s behavior.”

107. “If the CEO’s behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO’s behavior.”

— Patrick Lencioni

Patrick Lencioni Quote: “On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area.”

108. “On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area.”

— Patrick Lencioni

Patrick Lencioni Quote: “Clare offered a half-hearted suggestion. “Well, there are coaches I know who do one-on-one counseling.” Bobby shook his head. “No, that doesn’t usually work. It takes months and only isolates people. It seems like most of them just use it to prepare for their next job.”

109. “Clare offered a half-hearted suggestion. “Well, there are coaches I know who do one-on-one counseling.” Bobby shook his head. “No, that doesn’t usually work. It takes months and only isolates people. It seems like most of them just use it to prepare for their next job.”

— Patrick Lencioni

Patrick Lencioni Quote: “Many people will try to get a job even if they don’t fit the company’s stated values, but very few will do so if they know that they’re going to be held accountable, day in and day out, for behavior that violates the values.”

110. “Many people will try to get a job even if they don’t fit the company’s stated values, but very few will do so if they know that they’re going to be held accountable, day in and day out, for behavior that violates the values.”

— Patrick Lencioni

$Patrick Lencioni Quote: “The healthier an organization is, the more of its intelligence it is able to tap into and use. Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.”$

111. “The healthier an organization is, the more of its intelligence it is able to tap into and use. Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.”

— Patrick Lencioni

Patrick Lencioni Quote: “Most organizations I’ve worked with have too many top priorities to achieve the level of focus they need to succeed.”

112. “Most organizations I’ve worked with have too many top priorities to achieve the level of focus they need to succeed.”

— Patrick Lencioni

Patrick Lencioni Quote: “What clients want more than anything is to know that we’re more interested in helping them than we are in maintaining our revenue source.”

113. “What clients want more than anything is to know that we’re more interested in helping them than we are in maintaining our revenue source.”

— Patrick Lencioni

Patrick Lencioni Quote: “If this is so powerful, then why don’t all executives create clarity in their organizations? Because many of them overemphasize the value of flexibility. Wanting their organizations to be “nimble,” they hesitate to articulate their direction clearly, or do so in a less than thorough manner, thus giving themselves the deceptively dangerous luxury of changing plans in midstream.”

114. “If this is so powerful, then why don’t all executives create clarity in their organizations? Because many of them overemphasize the value of flexibility. Wanting their organizations to be “nimble,” they hesitate to articulate their direction clearly, or do so in a less than thorough manner, thus giving themselves the deceptively dangerous luxury of changing plans in midstream.”

— Patrick Lencioni

Patrick Lencioni Quote: “Instead of asking candidates to self-assess a given behavior or characteristic related to humility, hunger, or people smarts, ask them what others would say about them. For example, instead of asking someone if he considers himself to be a hard worker, ask him “How would your colleagues describe your work ethic?”

115. “Instead of asking candidates to self-assess a given behavior or characteristic related to humility, hunger, or people smarts, ask them what others would say about them. For example, instead of asking someone if he considers himself to be a hard worker, ask him “How would your colleagues describe your work ethic?”

— Patrick Lencioni

Patrick Lencioni Quote: “The healthier an organization is, the more of its intelligence it is able to tap into and use.”

116. “The healthier an organization is, the more of its intelligence it is able to tap into and use.”

— Patrick Lencioni

Patrick Lencioni Quote: “The key is to take five minutes at the end of staff meetings and ask the question, “What do we need to communicate to our people?” After a few minutes of discussion, it will become apparent which issues need clarification and which are appropriate to communicate. Not only does this brief discussion avoid confusion among the executives themselves, it gives employees a sense that the people who head their respective departments are working together and coming to agreement on important issues.”

117. “The key is to take five minutes at the end of staff meetings and ask the question, “What do we need to communicate to our people?” After a few minutes of discussion, it will become apparent which issues need clarification and which are appropriate to communicate. Not only does this brief discussion avoid confusion among the executives themselves, it gives employees a sense that the people who head their respective departments are working together and coming to agreement on important issues.”

— Patrick Lencioni

Patrick Lencioni Quote: “The most important part of the development process, and the part that is so often missing, is the leader’s commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.”

118. “The most important part of the development process, and the part that is so often missing, is the leader’s commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.”

— Patrick Lencioni

Patrick Lencioni Quote: “I think we need to start having a Headline News every day, for five minutes. We could call it a Daily Check-in or something. That means we should get together in a conference room, standing up, and just announce what we’re all doing.”

119. “I think we need to start having a Headline News every day, for five minutes. We could call it a Daily Check-in or something. That means we should get together in a conference room, standing up, and just announce what we’re all doing.”

— Patrick Lencioni

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