Aly Ackley

“Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.”
― Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable

“I continued, “The painting shows this fish with a big eye and a halo, floating in air, and underneath the fish are all these Native Americans having sex.” “What? What does that have to do with Custer’s Last Stand?” “Well, the painting is titled, Holy Mackerel, Look at All Those Fucking Indians.”
― Nelson DeMille, Wild Fire

“She explained. “Once we achieve clarity and buy-in, it is then that we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior. And as simple as that sounds, most executives hate to do it, especially when it comes to a peer’s behavior, because they want to avoid interpersonal discomfort.”
― Jossey-Bass, The Five Dysfunctions of a Team: A Leadership Fable

“Members of teams that tend to avoid conflict must occasionally assume the role of a “miner of conflict”—someone who extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them. This requires a degree of objectivity during meetings and a commitment to staying with the conflict until it is resolved. Some”
― Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable