As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.

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.

If you’re not interested in getting better, it’s time for you to stop leading.

It is dangerous if our identity as a leader becomes more important than our identity as a child of God.

When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.

Trust is knowing that when a team member does push you, they're doing it because they care about the team.