The Five Dysfunctions of a Team, Enhanced Edition: A Leadership Fable (J-B Lencioni Series)

It’s fostering a climate of respect, trust, and openness in which people can raise concerns and suggestions without fear of reprisal. It’s the foundation of a learning culture.7 In performance cultures, the emphasis on results often undermines psychological safety. When we see people get punished for failures and mistakes, we become worried about p

What takes the place of rules, processes, approvals, bureaucracy, and permissions?” The answer: Clear, continuous communication about the context of the work to be done. Telling people, “Here’s exactly where we are, and here’s what we’re trying to accomplish.” The more time managers spend communicating and elaborating and being transparent about th

team members finally realized that “each person would still look out for his or her own interest unless a) somebody discovered new technology, which wasn’t going to happen in the next few months, or b) somebody from the outside came in and dictated.

Deal with your immediate superior(s) on a one-to-one, ongoing basis. Expect betrayal if results are not immediate. (You extend the time before betrayal occurs by keeping your superiors in the loop.)