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What are the Five Dysfunctions of a Team and Why Do They Matter?

Sales Wolf Blog

The team effectiveness framework shared in this article was first introduced in 2002 by Patrick Lencioni through his powerful book, The Five Dysfunctions of a Team. Many teams have become accustomed to the long-term friction associated with being dysfunctional and have developed workarounds. Workarounds are expensive.

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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. The problem was that he had to deliver something in the short-term to the investors for survival but had to set the company up for tomorrow too. Short- and long-term goals were more tightly intertwined than they appeared.

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Understanding the Benefits of Executive Coaching

CO2

The Return on Investment in Executive Coaching Investing in executive coaching yields a significant return, both in terms of personal development and organizational growth. A 2002 study by C. The studies by Longenecker and McCartney, and Dagley, highlight the cost-effectiveness of executive coaching programs.

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First Look: Leadership Books for June 2020

Leading Blog

Winning Now, Winning Later : How Companies Can Win in the Short Term While Investing for the Long Term by David Cote. With competition intense and investors demanding strong quarterly gains now, leaders all too often feel obliged to sacrifice the investments so necessary for long-term growth.

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SERVANT Leaders are Thorough – Acronym Model

Modern Servant Leader

Servant leaders focus on the long-term. Unfortunately, these near-term wins are often achieved at the expense of people and long-term assets. Thorough leaders also plan for and invest in the long-term, first. Short-term wins come second in priority. What THOROUGH Looks Like for Leaders.

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The Evolution of the Executive, C-Suite, and Boardroom

N2Growth Blog

However, as part of any sound Executive Search professional’s toolkit, research is a useful addition, and in many ways, often goes a long way. Sarbanes-Oxley Act of 2002. This was still, however, a largely ‘hush hush’ environment until 2002 when the Sarbanes-Oxley Act came into play, an act passed by U.S.

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SERVANT Leaders are Selfless – Acronym Model

Modern Servant Leader

A selfless leader must still look at the long-term needs of their stakeholders and ensure they deliver sustainable results. These include the following from Spears and others 1 , Frick & Sipe 2 as well as Russell & Stone 3 (2002). Being selfless does not mean running yourself ragged for a cause, either. Sipe, James W. &