If a group of talented people gather together and the results fall short of expectations, the problem lies in teamwork.
Over 2 million copies sold in the US alone! #1 on Amazon's HR category!

Patrick Lencioni, Silicon Valley's top management consultant.
Having consulted with a wide range of organizations, including Fortune 500 companies, professional sports teams, the military, non-profits, universities, and churches, he realized that having a team of talented people doesn't always lead to great results.
After that, he began to study teamwork in earnest, and this book, "The Resurrection of Teamwork," is the result.
In this book, the author identifies five chronic problems of a team that is made up of talented individuals but who become squeaky when they come together, using the fictional company DecisionTech as a backdrop, and proposes solutions to these problems.
In this book, readers will learn five pitfalls teams can easily fall into and how to revive shaky teamwork.

A company's ability to maintain its competitive edge does not come from excellent financial management.
It doesn't come from strategy or technology.
That power comes from teamwork.
This is because teamwork is a very powerful force, but it is also difficult to find a team that actually demonstrates excellent teamwork.
A friend of mine, the founder of a company with annual sales of over 1 trillion won, once told me the following story.
I think that friend's words best illustrate what teamwork is.
“If you can get everyone in your organization to row in the same direction, you can beat all the competition and become the ultimate winner, no matter what industry you choose or what market you enter.”
--- pp.5~6

Employees simply referred to DecisionTech executives as "staff."
No one saw them as a team.
And there was good reason for the employees to see it that way.
Despite their exceptional intelligence and academic credentials, their attitude during the executive meeting was worse than anything Catherine had ever seen before.
Although he did not openly display hostility or nitpick at his colleagues, there was a pervasive sense of discontent and tension behind the scenes.
The discussion was slow and tedious, with little substantive exchange of ideas.
It was obvious that everyone present at the meeting was just waiting for the meeting to end quickly.
But while they were a mess as a team, when you look at them individually, they all seem like reasonable people with good intentions.
Of course, there are some exceptions.

--- pp.27~28

“But my job is to make sure this organization runs smoothly.
And the current situation, as you know, is not like that at all.” Jeff seemed unsure whether to contradict Catherine or humbly accept her words.
“I’m not trying to criticize what you’ve done so far.
“I don’t think anyone cares about the company as much as you do.”
Catherine continued the conversation, bolstering Jeff's self-esteem.
“But from a team perspective, we’re in the worst shape.
Above all, we must overcome the teamwork issues that are holding back our company.
“Unless we address this issue, one performance will not significantly impact our future.”
--- pp.44~45

“There is only one reason we come to work and gather here: to achieve results.
Performance is the true measure of a team, and it will be the focus of everything we do going forward.
I expect that in the next year or two, we will be able to look back and smile at our profitability, growth, profit margins, market share, and debt repayments.
If the market conditions are right, we could even go public.
But none of that fun would be possible if we didn't work as a team." Catherine paused.
He gave executives time to understand the simple and clear message he had delivered.
“Through my past experiences, I've concluded that the reason organizations with excellent team members fail to thrive is because they fall into five traps.”
--- p.55

"no.
Trust is different from thinking that everyone is on your side.
Just because you trust each other doesn't mean you don't have to pressure each other.
Trust is when team members know exactly when to pressure their colleagues.
“I do it because I love the team,” Nick clarified.
“But you shouldn’t pressure your colleagues in a way that upsets them.”
His remark sounded exactly like a question.
So Catherine answered.
"you're right.
There must be pressure, but also respect.
And you have to keep in mind that even if it wasn't me, someone else would have done it.
But press on anyway.
“You must never hesitate.”
--- p.197

Trust is the heart of any organic, cohesive team.
Building teamwork without trust is just empty talk.
Unfortunately, the word 'trust' has been used so often that it has lost its original meaning and is now considered somewhat of a cliché.
In the context of building strong teamwork, trust is the confidence that team members have in the belief that their colleagues' intentions are fundamentally benign and that there is no reason to be particularly defensive or cautious in dealing with one another.
Essentially, teammates should not feel uncomfortable criticizing each other.
However, trust, by dictionary definition, has to do with the ability to predict someone's behavior based on past experience.
For example, we 'trust' that a teammate will do well in the future because he or she has always done well in the past.
While this explanation is true, when trust is used to describe the characteristics of a great team, team members should not hide their vulnerabilities from their colleagues.
By trusting each other, we gain confidence that our vulnerabilities will not be exploited maliciously by our colleagues.
The vulnerabilities mentioned here include flaws, lack of talent, poor interpersonal relationships, mistakes, and calls for help.

--- pp.254~255

When people are reluctant to engage in honest debate and disagreement about important issues, they often resort to personal attacks that take place behind the scenes.
It is a very unpleasant and harmful act that cannot even be compared to a heated debate.
It is also ironic that so many people avoid conflict in the name of efficiency.
Because healthy conflict actually saves time.
The idea that teams waste time and energy by arguing is completely wrong.
Conversely, teams that avoid conflict end up dealing with the same problems over and over again without actually finding any solutions, which ends up being a huge waste of time and energy.
Usually, in such teams, when a problem arises, team members are asked to meet separately and deal with it quietly.
While it may sound nice, it's no different than not addressing the important issues properly, and will only lead to the issue being raised again at the next meeting.

--- p.264