I've become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are; it has everything to do with how healthy they are.
Interpretation
Success in companies depends more on their health than on knowledge or intelligence.
Patrick Lencioni emphasizes that the key factor distinguishing successful companies from those that are mediocre or unsuccessful is their organizational health. This implies that the internal dynamics, culture, and overall well-being of a company play a crucial role in its performance, more so than mere knowledge or intelligence of its members.
In practice
In a business meeting discussing company performance, this quote can highlight the importance of culture.
I know that any group of people can become a team if they do the right things, but I came to realize over time that if you acquire or develop the right kind of people, that process of building a team is going to be much more effective and easier.
The truth is that intelligence, knowledge, and domain expertise are vastly overrated as the driving forces behind competitive advantage and sustainable success.
The kind of people that all teams need are people who are humble, hungry, and smart: humble being little ego, focusing more on their teammates than on themselves. Hungry, meaning they have a strong work ethic, are determined to get things done, and contribute any way they can. Smart, meaning not intellectually smart but inner personally smart.
Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.
Teamwork remains a sustainable competitive advantage that has been largely untapped because it is hard to measure (teamwork impacts the outcome of an organization in such comprehensive and invasive ways that it's virtually impossible to isolate it as a single variable) and because it is extremely hard to achieve (it requires levels of courage and discipline that few executives possess) - ironically, building a strong team is very simple (it doesn't require masterful insights or tactics).
Clients don't expect perfection from the service providers they hire, but they do expect honesty and transparency. There is no better way to demonstrate this than by acknowledging when a mistake has been made and humbly apologizing for it.
I'm not sure I knew what an entrepreneur was when I was ten, but I knew that starting little businesses and trying to sell greeting cards or newspapers door-to-door or just vending machine kind of thing is.. there's just something very intriguing to me about that.
We're worn into grooves by Time - by our habits. In the end, these grooves are going to show whether we've been second-rate or champions, each in his way, in dispatching the affairs of every day. By choosing our habits, we determine the grooves into which Time will wear us; and these are grooves that enrich our lives and make for ease of mind, peace, happiness - achievement.
Enormous self-belief, intuition, the ability to take a risk at a critical moment and go in for a very dangerous play with counter-chances for the opponent - it is precisely these qualities that distinguish great players.
Developing expertise or assets that are not easily copied is essential; otherwise you're just a middleman.
When I first discovered in the early 1980s the Italian espresso bars in my trip to Italy, the vision was to re-create that for America - a third place that had not existed before. Starbucks re-created that in America in our own image; a place to go other than home or work. We also created an industry that did not exist: specialty coffee.
The World Cup is a very important way to measure the good players, and the great ones. It is a test of a great player.
Subscribe for the occasional hand-picked quote. No noise.