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).

Trust is the foundation of real teamwork (there is nothing touchy-feely about this).

Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.

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

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.

Failing to hold someone accountable is ultimately an act of selfishness.