Advantage: Why Organizational Health Trumps Everything Else In Business, The

Patrick M. Lencioni
There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides.Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified.  Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health—complete with stories, tips and anecdotes from his experiences consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way—one that maximizes human potential and aligns the organization around a common set of principles.


Reviewed: 2018-10-10
Insightful book. I have worked for a couple dysfunctional businesses and Lencioni hits the nail on the head; an unhealthy leadership structure can ruin an organization, no matter how smart or talented the team is. Health is defined as when an organization " whole, consistent, and complete..when its management, operations, strategy, and culture fit together and make sense." The principles are broad enough to be applied to a wide range of business types and nonprofits.

The most insightful part for me was the foundational issues in the first half of the book. The leadership group needs to know they won't get thrown under the bus or attacked for speaking their mind or making a mistake. Then, there MUST be some constructive push back or further questioning. We tend to think that being kind and being nice is the same thing. It would be better to discuss an issue and debate an issue rather than the team being nice, agreeing in the meeting, then passively sabotage what was agreed upon by all involved.
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