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While having read quite a few books by Lencioni already („Five Dysfunctions of a Team�; „Overcoming the Five Dysfunctions of a Team�; „The Advantage�; „The Truth about Employee Engagement), this book starts to repeat the core concepts a bit. But as it precedes the other books then the angle of the presented information is different and I could still find good insights and new perspectives from it. I could even understood better how the author developed the ideas that he later presented in 5 dysfunctions and The Advantage. It is indeed not a long book, doesn’t take more than 2-3 hours to complete even if you put some thought into it while reading.
„The key to success, then, is not to avoid the susceptibility to the five temptations. While that would be desirable, it is an impossibility. The key is to embrace the self-examination that reveals the temptations and to keep them in the open where they can be addressed.�
„Accountability is the most overused buzzword in business today.�

The 5 temptations:
1. CHOOSE RESULTS OVER STATUS. Make results the most important measure of personal success, or step down from the job. The Future of the company you lead is too important for customers, employees, and stockholders to hold it hostage to your ego.
2. CHOOSE ACCOUNTABILITY OVER POPULARITY. Work for the long-term respect of your direct reports, not for their affection. Don’t view them as a support group, but as key employees who must deliver on their commitments if the company is to produce predictable results. And remember, your people aren’t going to like you anyway if they ultimately fail.
3. CHOOSE CLARITY OVER CERTAINTY. Make clarity more important than accuracy. Remember that your people will learn more if you take decisive action than if you always wait for more information. And if the decisions you make in the spirit of creating clarity turn out to be wrong then more information becomes available, change plans and explain why. It is your job to risk being wrong. The only real cost to you of being wrong is loss of pride. The cost to your company of not taking the risk of being wrong is paralysis.
4. CHOOSE CONFLICT OVER HARMONY. Tolerate discord. Encourage your direct reports to air their ideological differences, and with passion. Tumultuous meetings are often signs of progress. Tame ones are often signs of leaving important issues off the table. Guard agains personal attacks, but not to the point of stifling important interchange of ideas.
5. CHOOSE TRUST OVER INVULNERABILITY. Actively encourage your people to challenge your ideas. Trust them with your reputation and your ego. As a CEO, this is the greatest level of trust that you can give. They will return it with respect and honesty, and with a desire to be vulnerable among their peers.