erring on the side of the client when it comes to fees. Because you're interested in a long-term relationship with a client, it is in your best inter… - Patrick Lencioni

A fractured team is just like a broken arm or leg; fixing it is always painful, and sometimes you have to rebreak it to make it heal correctly. And the rebreak hurts a lot more than the initial break, because you have to do it on purpose P.37

I don't think anyone ever gets completely used to conflict. If it's not a little uncomfortable, then it's not real. The key is to keep doing it anyway

Which would seem to be a good thing — proposing a solution to a problem that people are hungry to solve — except that my view of silos might not be what some leaders expect to hear. That's because many executives I've worked with who struggle with silos are inclined to look down into their organizations and wonder, "Why don't those employees just learn to get along better with people in other departments? Don't they know we're all on the same team?" All too often this sets off a well-intentioned but ill-advised series of actions — training programs, memos, posters — designed to inspire people to work better together. But these initiatives only provoke cynicism among employees — who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can't do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another — that was the thrust of my book The Five Dysfunctions of a Team — even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another's trust and commitment to the team.) To tear