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.”
Adopted from the following great insight shared by Simon Sinek from the book Leaders Eat Last
“My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“Empathy would be injected into the company and trust would be the new standard. Preferring to see everyone as human instead of as a factory worker or office employee, Chapman made other changes so that everyone would be treated the same way.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“Being a leader is like being a parent, and the company is like a new family to join. One that will care for us like we are their own . . . in sickness and in health.”
Adopted from the following great insight shared by Steven Levitt from the book Freakonomics
“There are three basic flavors of incentive: economic, social, and moral. Very often a single incentive scheme will include all three varieties. Think about the anti-smoking campaign of recent years. The addition of a $3-per-pack “sin tax” is a strong economic incentive against buying cigarettes. The banning of cigarettes in restaurants and bars is a powerful social incentive. And when the U.S. government asserts that terrorists raise money by selling black-market cigarettes, that acts as a rather jarring moral incentive.”
Adopted from the following great insight shared by Charles Duhigg from the book The Power of Habit
“Without habit loops, our brains would shut down, overwhelmed by the minutiae of daily life. People whose basal ganglia are damaged by injury or disease often become mentally paralyzed. They have trouble performing basic activities, such as opening a door or deciding what to eat.”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“It is not the demands of the job that cause the most stress, but the degree of control workers feel they have throughout their day. The studies also found that the effort required by a job is not in itself stressful, but rather the imbalance between the effort we give and the reward we feel. Put simply: less control, more stress.”