On a team, trust is all about vulnerability, which is difficult for most people.

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

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.

The only real payoff for leadership is eternal.

Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

. . . his biggest problem was his need for a problem.

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.