Adopted from the following great insight shared by Simon Sinek from his book The Infinite Game
“Leaders are not responsible for the results, leaders are responsible for the people who are responsible for the results. And the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.”
Adopted from the following great insight shared by Simon Sinek from his book The Infinite Game
“Where a finite-minded player makes products they think they can sell to people, the infinite-minded player makes products that people want to buy. The former is primarily focused on how the sale of those products benefits the company; the latter is primarily focused on how the products benefit those who buy them.”
Adopted from the following great insight shared by Simon Sinek from the book The Infinite Game
“An infinite mindset embraces abundance whereas a finite mindset operates with a scarcity mentality. In the Infinite Game we accept that “being the best” is a fool’s errand and that multiple players can do well at the same time.”
Adopted from the following great insight shared by Simon Sinek from his book The Infinite Game
“Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey.”
Adopted from the following great insight shared by Simon Sinek from his book The Infinite Game
“To ask, “What’s best for me” is finite thinking. To ask, “What’s best for us” is infinite thinking.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“What too many leaders of organizations fail to appreciate is that it’s not the people that are the problem. The people are fine. Rather, it’s the environment in which the people operate that is the problem. Get that right and things just go.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“2011 study conducted by a team of social scientists at the University of Canberra in Australia concluded that having a job we hate is as bad for our health and sometimes worse than not having a job at all.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“By creating a Circle of Safety around the people in the organization, leadership reduces the threats people feel inside the group, which frees them up to focus more time and energy to protect the organization from the constant dangers outside and seize the big opportunities. Without a Circle of Safety, people are forced to spend too much time and energy protecting themselves from each other.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“To a social animal, trust is like lubrication. It reduces friction and creates conditions much more conducive to performance,”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“In weak organizations, without oversight, too many people will break the rules for personal gain. That’s what makes the organizations weak. In strong organizations, people will break the rules because it is the right thing to do for others.”