The Advantage: Why Organizational Health Trumps Everything Else In Business (J-B Lencioni Series)

At the heart of the fundamental attribution error is the tendency of human beings to attribute the negative or frustrating behaviors of their colleagues to their intentions and personalities, while attributing their own negative or frustrating behaviors to environmental factors.

fascinating phenomenon that prevents people who don’t know one another well from building trust. It’s called the fundamental attribution error.4 As sophisticated and complex as it may sound, it’s really quite simple.

When members of a leadership team willingly acknowledge their weaknesses to one another, they give their peers tacit permission to call them on those weaknesses. Of course, it also serves to validate their strengths.

Everything is valid, and every type of team member is as useful as the next. That may sound like something a kindergarten teacher would tell her students, but it’s both true and important. Every person has many natural tendencies that are useful and helpful to a team and a few that are not.

At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. While this can be a little threatening and uncomfortable at first, ultimately it becomes liberating for people who are tired of spending time and energy overthinking their actions and manag

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like “I screwed up,” “I need help,” “Your idea is better than mine,

Though this is pretty straightforward, it’s worth stating that most of a leadership team’s objectives should be collective ones. If the most important goal within the organization is to increase sales, then every member of the team shares that goal. It isn’t just the responsibility of the head of sales. No one on a cohesive team can say, Well, I di

Members of cohesive teams spend many hours working together on issues and topics that often don’t fall directly within their formal areas of responsibility. They go to meetings to help their team members solve problems even when those problems have nothing to do with their departments. And perhaps most challenging of all, they enter into difficult,

Collective responsibility implies, more than anything else, selflessness and shared sacrifices from team members.