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

The impact of organizational health goes far beyond the walls of a company, extending to customers and vendors, even to spouses and children. It sends people to work in the morning with clarity, hope, and anticipation and brings them home at night with a greater sense of accomplishment, contribution, and self-esteem. The impact of this is as important as it is impossible to measure.

Experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.

Really great people rarely leave a healthy organization.

Trust is the confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates are not comfortable being vulnerable with one another.

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

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).