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

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.

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.

As a leader, you're probably not doing a good job unless your employees can do a good impression of you when you're not around.

Members of trusting teams admit weaknesses and mistakes, take risks in offering feedback and assistance, and focus time and energy on important issues, not politics.

No action, activity, or process is more central to a healthy organization than the meeting

A core value is something you're willing to get punished for.