100+ Simon Sinek Quotes that

0
814
Simon Sinek Popular Quotes

Simon Sinek Quotes that. There are so many Simon Sinek quotes that can help you when you are tired of being in the same old rut, and all you need is a little push, a little inspiration, a smile on the face, change of mood, bring you out of the banality of life, make you laugh a little, or may even make you cry a bit, and these Simon Sinek quotes exists just do that.

The author of the book “Start With Why: How Great Leaders Inspire Everyone to Take Action” is Simon Oliver Sinek, born on 9 October 1973, is a British-American motivational speaker, author and organisational consultant. Sinek is also the author of five books.

Sinek lived in South Africa, Johannesburg, London and Hong Kong when he was a child. He was born in Wimbledon, London, United Kingdom. In 1991, he graduated Northern Valley Regional High School at Demarest. He completed BA in cultural anthropology from Brandeis University, and at City University, London he studied Law.

New York ad agencies, Euro RSCG and Ogilvy & Mather are where Sinek began his career. Sinek Partners is his business firm that he later started. In October 2009, Sinek published his first book Start With Why. Leaders Eat Last, and his second book appeared on the Wall Street Journal and The New York Times’s bestseller list. Totally five books have been written by Sinek. In his writings, Simon Sinek always describes the perspective of the influence of successful leaders and organisations with his ‘Golden Circle’. It’s about the ‘Why, How and What’ depicted in three concentric circles.

Sinek has appeared at The United Nations Global Compact Leaders’ Summit and also at the TEDx conference as he is a motivational speaker. Sinek has been added as a staff member at the RAND Corporation. At Columbia University, he is an instructor of strategic communications. The Young Turks reported a no-bid contract from United States Immigration and Customs Enforcement, ICE for short, for customised Simon Sinek leadership training in June 2018. The contract was around 98,000 United States Dollar, and the training was between 26 April and 15 May 2018.

Simon Sinek’s five-book include, “Start With Why: How Great Leaders Inspire Everyone to Take Action” in the year 2009, “Leaders Eat Last: Why Some Teams Pull Together and Others Don’t” in the year 2014, “Together is Better: A Little Book of Inspiration” in the year 2016, “Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team” in the year 2017 and 2019 “The Infinite Game”.

We have dug up these Simon Sinek quotes from the depths of the internet and brought together best of these sayings in a single article. This post is probably the biggest database of Simon Sinek Sayings in a single place. These famous Simon Sinek quotes have the power to change your life by giving a novel outlook about the way you observe different aspects of your life. Hence, these popular Simon Sinek quotes should be read with caution and proper understanding of the context. Here are tons of Simon Sinek quotes that will open a treasure chest of Wisdom and experiences: –

“Leadership is a choice. It is not a rank.”

Simon Sinek best Quotes (1)

“If every member of a team doesn’t grow together they will grow apart.”

Simon Sinek Famous Quotes

“Only 20 percent of Americans “love” their jobs.”

Simon Sinek Popular Quotes

“Good leaders make you feel safe.”

Simon Sinek Quotes

“To Inspire People to Do the Things That Inspire Them”

Simon Sinek saying

“The Wright brothers, Apple and Dr. King are just three examples. Harley-Davidson, Disney and Southwest Airlines are three more. John F. Kennedy and Ronald Reagan were also able to inspire.”

“No one wakes up in the morning to go to work with the hope that someone will manage us. We wake up in the morning and go to work with the hope that someone will lead us.” The”

“Captain Marquet came to understand that the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.”

“When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it.”

“Drop your prices low enough and people will buy from you.”

“Los líderes de las mejores organizaciones no consideran a sus trabajadores un material que deben manipular para contribuir a ganar más dinero. Entienden que el dinero es el material que hay que gestionar para ayudar a su gente a crecer.”

“There’s barely a product or service on the market today that customers can’t buy from someone else for about the same price, about the same quality, about the same level of service and about the same features. If you truly have a first-mover’s advantage, it’s probably lost in a matter of months. If you offer something truly novel, someone else will soon come up with something similar and maybe even better. But if you ask most businesses why their customers are their customers, most will tell you it’s because of superior quality, features, price or service. In other words, most companies have no clue why their customers are their customers.”

“organization is driven by things other than their own”

“Los líderes de las mejores organizaciones no consideran a sus trabajadores un material que deben manipular para contribuir a ganar más dinero. Entienden que el dinero es el material que hay que gestionar para ayudar a su gente a crecer. Por eso el rendimiento es tan importante. Cuanto mejor funcione una empresa, más combustible habrá para construir una organización más grande y robusta, que alimente los corazones y las mentes de quienes trabajan en ella. A su vez, las personas dan todo lo que tienen para ver a su empresa crecer… y crecer… y crecer. Considerar”

“The goal is not simply to ‘work hard, play hard.’ The goal is to make our work and our play indistinguishable.”

“La verdadera confianza es fruto de las cosas que no se pueden ver”

“When you compete against everyone else, no one wants to help you.”

“So often, organizations get comfortable providing their core offerings and don’t consider what other products, services or partnerships could help them live their WHY.”

“But no matter how inspiring a dream maybe, a dream that cannot come to life stays a dream.”

“When we align emotionally with our customers and clients, our connection is much stronger and more meaningful than any affiliation based on features and benefits. That’s what starting with WHY is all about.”

“a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families.”

“People don’t buy what you do; they buy why you do it. And what you do simply proves what you believe”

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

“Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them.”

“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.”

“You can easily judge the character of a man by how he treats those who can do nothing for him.”

“You don’t hire for skills, you hire for attitude. You can always teach skills.”

“Working hard for something we don’t care about is called stress: Working hard for something we love is called passion.”

“the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.”

“The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.”

“As the Zen Buddhist saying goes, how you do anything is how you do everything.”

“Leadership requires two things: a vision of the world that does not yet exist and the ability to communicate it.”

“When you compete against everyone else, no one wants to help you. But when you compete against yourself, everyone wants to help you.”

“A star wants to see himself rise to the top.

A leader wants to see those around him rise to the top.”

“Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses.”

“Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.”

“two ways to influence human behavior: you can manipulate it or you can inspire it.”

“And when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that that leader’s vision comes to life the right way, a stable way and not the expedient way.”

“Value is not determined by those who set the price. Value is determined by those who choose to pay it.”

“It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.”

“Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.”

“Charisma has nothing to do with energy; it comes from a clarity of WHY. It comes from absolute conviction in an ideal bigger than oneself. Energy, in contrast, comes from a good night’s sleep or lots of caffeine. Energy can excite. But only charisma can inspire. Charisma commands loyalty. Energy does not.”

“Henry Ford summed it up best. “If I had asked people what they wanted,” he said, “they would have said a faster horse.”

“A boss wants to pay for results, an employee wants recognition for effort. If a boss recognizes effort, they will get even better results.”

“Working hard for something we do not care about is called stress, working hard for something we love is called passion.”

“If our leaders are to enjoy the trappings of their position in the hierarchy, then we expect them to offer us protection. The problem is, for many of the overpaid leaders, we know that they took the money and perks and didn’t offer protection to their people. In some cases, they even sacrificed their people to protect or boost their own interests. This is what so viscerally offends us. We only accuse them of greed and excess when we feel they have violated the very definition of what it means to be a leader.”

“Let us all be the leaders we wish we had.”

“Great leaders and great organizations are good at seeing what most of us can’t see. They are good at giving us things we would never think of asking for.”

“A leader must be inspired by the people before a leader can inspire the people.”

“Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.”

“Our visions are the world we imagine, the tangible results of what the world would look like if we spent every day in pursuit of our WHY.”

“Leadership is always about people.”

“Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.”

“There’s barely a product or service on the market today that customers can’t buy from someone else for about the same price, about the same quality, about the same level of service and about the same features. If you truly have a first-mover’s advantage, it’s probably lost in a matter of months. If you offer something truly novel, someone else will soon come up with something similar and maybe even better. But if you ask most businesses why their customers are their customers, most will tell you it’s because of superior quality, features, price or service. In other words, most companies have no clue why their customers are their customers. This is a fascinating realization.”

“Our need to belong is not rational, but it is a constant that exists across all people in all cultures.”

“Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them.”

“Most of us live our lives by accident—we live as it happens. Fullfillment comes when we live our lives on purpose.”

“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.”

“Finding WHY is a process of discovery, not invention.”

“We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us.”

“And that’s what trust is. We don’t just trust people to obey the rules, we also trust that they know when to break them.”

“It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.”

“The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don’t necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it’s never enough. Everything usually boils down to price with them. They are rarely loyal. They rarely give referrals and sometimes you may even wonder out loud why you still do business with them. “They just don’t get it,” our gut tells us. The importance of identifying this group is so that you can avoid doing business with them.”

“Leadership is not a license to do less; it is a responsibility to do more.”

“The only way people will know what you believe is by the things you say and do, and if you’re not consistent in the things you say and do, no one will know what you believe.”

“For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea … we”

“AUGUST 5, 1981. That’s the date it became official. It’s rare that we can point to an exact date when a business theory or idea becomes an accepted practice. But in the case of mass layoffs, we can. August 5, 1981, was the day President Ronald Reagan fired more than 11,000 air traffic controllers.”

“The lack of a clear set of values and beliefs, along with the weak culture that resulted, created the conditions for an every-man-for-himself environment, the long-term impact of which could yield little else than disaster. This is caveman stuff.”

“Every company, organization or group with the ability to inspire starts with a person or small group of people who were inspired to do something bigger than themselves. Gaining clarity of WHY, ironically, is not the hard part. It is the discipline to trust one’s gut, to stay true to one’s purpose, cause or beliefs. Remaining completely in balance and authentic is the most difficult part.”

“He gave the “I Have a Dream” speech, not the “I Have a Plan” speech.”

“There are many ways to motivate people to do things, but loyalty comes from the ability to inspire people.”

“I know of no case study in history that describes an organization that has been managed out of a crisis. Every single one of them was led.”
e
“The cost of leadership,” explains Lieutenant General George Flynn of the United States Marine Corps, “is self-interest.”

“WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?”

“people don’t buy WHAT you do, they buy WHY you do it.”

“We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do.”

“When you start with WHY, those who believe what you believe are drawn to you for very personal reasons. It is those who share your values and beliefs, not the quality of your products, that will cause the system to tip.”

“All leaders, even the good ones, can sometimes lose their way and become selfish and power hungry, however. Intoxicated by the chemicals, they can sometimes forget that their responsibility as a leader is to their people. Sometimes these leaders are able to regain their footing, but if they don’t, we have little choice but to look past them, lament what they have become, wait for them to move on and look to someone else to lead us.”

“Leaders are the ones who run headfirst into the unknown. They rush toward the danger. They put their own interests aside to protect us or to pull us into the future. Leaders would sooner sacrifice what is theirs to save what is ours. And they would never sacrifice what is ours to save what is theirs. This is what it means to be a leader. It means they choose to go first into danger, headfirst toward the unknown. And when we feel sure they will keep us safe, we will march behind them and work tirelessly to see their visions come to life and proudly call ourselves their followers.”

“Successful succession is more than selecting someone with an appropriate skill set—it’s about finding someone who is in lockstep with the original cause around which the company was founded. Great second or third CEOs don’t take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation. That’s why we call it succession, not replacement. There is a continuity of vision.”

“If the people aren’t looking out for the community, then the benefits of a community erode. Many companies have star employees and star salesmen and so on, but few have a culture that produces great people as a rule and not an exception.”

“What this means is that the converse is also true. A supportive and well-managed work environment is good for one’s health. Those who feel they have more control, who feel empowered to make decisions instead of waiting for approval, suffer less stress. Those only doing as they are told, always forced to follow the rules, are the ones who suffer the most. Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. Feeling unsafe around those we expect to feel safe—those in our tribes (work is the modern version of the tribe)—fundamentally violates the laws of nature and how we were designed to live.”

“For most of us, we have warmer feelings for the projects we worked on where everything seemed to go wrong. We remember how the group stayed at work until 3 a.m., ate cold pizza and barely made the deadline. Those are the experiences we remember as some of our best days at work. It was not because of the hardship, per se, but because the hardship was shared. It is not the work we remember with fondness, but the camaraderie, how the group came together to get things done. And the reason is, once again, natural. In an effort to get us to help one another during times of struggle, our bodies release oxytocin. In other words, when we share the hardship, we biologically grow closer.”

“Even with objective metrics in hand, the argument about which is better or which is worse without first establishing a common standard creates nothing more than debate.”

“We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. Those whom we consider great leaders all have an ability to draw us close and to command our loyalty. And we feel a strong bond with those who are also drawn to the same leaders and organizations.”

“If good people are asked to work in a bad culture, one in which leaders do not relinquish control, then the odds of something bad happening go up. People will be more concerned about following the rules out of fear of getting in trouble or losing their jobs than doing what needs to be done. And when that happens, souls will be lost.”

“Innovators are the ones whose dreams are clearer than the reality that tells them they’re crazy.”
? Simon Sinek, Together is Better: A Little Book of Inspiration
tags: creativity, innovation, leadership 3 likes Like
“It’s not Bill Gates’s passion for computers that inspires us, it’s his undying optimism that even the most complicated problems can be solved.”

“Good leadership is like exercise. We do not see any improvement to our bodies with day-to-day comparisons.”

“A company is a culture. A group of people brought together around a common set of values and beliefs. It’s not products or services that bind a company together. It’s not size and might that make a company strong, it’s the culture—the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.”

“In time, as if by magic, we will realize that we have developed a deep bond with this person. The madness and excitement and spontaneity of the dopamine hit is replaced by a more relaxed, more stable, more long-term oxytocin-driven relationship. A vastly more valuable state if we have to rely on someone to help us do things and protect us when we’re weak. My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.”

“Imagine if every organization started with WHY. Decisions would be simpler. Loyalties would be greater. Trust would be a common currency.”

“Those who have an opportunity to work in organizations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfillment and gratitude. This should be the rule for all of us, not the exception. Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.”

“Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.”

“The WHY exists in the part of the brain that controls feelings and decision-making but not language. WHATs exist in the part of the brain that controls rational thought and language.”

“You have to be careful what you think you know.”

“Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.”

“What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. And when we feel the Circle of Safety around us, we offer our blood and sweat and tears and do everything we can to see our leader’s vision come to life. The only thing our leaders ever need to do is remember whom they serve and it will be our honor and pleasure to serve them back.”

“If we want to feel an undying passion for our work, if we want to feel we are contributing to something bigger than ourselves, we all need to know our WHY.”

“Companies that fail to communicate a sense of WHY force us to make decisions with only empirical evidence. This is why those decisions take more time, feel difficult or leave us uncertain.”

“The greatest contribution of a leader is to make other leaders.”

“Leaders are the ones who are willing to give up something of their own for us. Their time, their energy, their money, maybe even the food off their plate. When it matters, leaders choose to eat last.”

“Anything that separates us from the impact our words and actions have on other people has the potential to lead us down a dangerous path.”

“Those who lead are able to do so because those who follow trust that the decisions made at the top have the best interest of the group at heart. In turn, those who trust work hard because they feel like they are working for something bigger than themselves.”

“In order to improve HOW and WHAT we do, we constantly look to what others are doing. We attend conferences, read books, talk to friends and colleagues to get their input and advice, and sometimes we are also the dispensers of advice. We are in pursuit of understanding the best practices of others to help guide us. But it is a flawed assumption that what works for one organization will work for another. Even if the industries, sizes and market conditions are the same, the notion that “if it’s good for them, it’s good for us” is simply not true.”

“WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.”

“Instead, managers must become leaders in their own right, which means they must take responsibility for the care and protection of those in their charge, confident that their leaders will take care of them.”

“The vision is the public statement of the founder’s intent, WHY the company exists. It is literally the vision of a future that does not yet exist. The mission statement is a description of the route, the guiding principles—HOW the company intends to create that future. When both of those things are stated clearly, the WHY-type and the HOW-type are both certain about their roles in the partnership. Both are working together with clarity of purpose and a plan to get there. For it to work, however, it requires more than a set of skills, it requires trust. As”

“Cigarettes are out. Social media is in. It’s the drug of the twenty-first century. (At least people who smoke stand outside together.) Like”

“Good leaders make you feel safe.” —————————

“Don’t forget, the superior Betamax technology did not beat out the substandard VHS technology as the standard format for videotape in the 1980s.”

“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.”

“What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people.”

“The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.”

“There are fates worse than death,” he will tell you. “One fate worse than death is accidentally killing your own men. Another fate worse than death is going home alive when twenty-two others don’t.”

“It’s not “integrity,” it’s “always do the right thing.”

“Empathy is not something we offer to our customers or our employees from nine to five… (it) is… “a second by second, minute by minute service that [we] owe to everyone if [we] want to call [ourselves] a leader.”

“La manera de conseguirlo es haciendo que la gente se sienta parte de un todo, ofreciéndoles una cultura sólida basada en un conjunto claro de valores humanos y creencias. Dándoles la capacidad de tomar decisiones, ofreciéndoles confianza y empatía; creando un Círculo de Seguridad. Al”

“Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.”

“Manipulative techniques have become such a mainstay in American business today that it has become virtually impossible for some to kick the habit. Like any addiction, the drive is not to get sober, but to find the next fix faster and more frequently. And as good as the short-term highs may feel, they have a deleterious impact on the long-term health of an organization.”

“Many companies have star employees and star salesmen and so on, but few have a culture that produces great people as a rule and not an exception.”

“Not until those without information relinquish their control can an organization run better, smoother and faster and reach its maximum potential.”

“Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With”

“American culture strongly values ideals of entrepreneurship, independence and self-reliance. We call our WHY—the American Dream. French culture strongly values ideals of unified identity, group reliance and joie de vivre. (Notice that we use the French word to describe the joy-of-life lifestyle. Coincidence? Perhaps.)”

“the true price of leadership is the willingness to place the needs of others above your own.”

“However, if we’re starting with the wrong questions, if we don’t understand the cause, then even the right answers will always steer us wrong . . . eventually. The truth, you see, is always revealed . . . eventually.”

“Leadership is the ability to rally people not for a single event, but for years.”

“Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.”

“they didn’t examine the problem and accumulate data to figure out the best solution – they engineered the outcome they wanted from the beginning. if they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of a process”

“My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.”

“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.”

“But only companies that act like commodities are the ones who wake up every day with the challenge of how to differentiate.”

“set out to change the conditions in which their employees operate. To create cultures that inspire people to give all they have to give simply because they love where they work.”

“Don’t forget that a WHY is just a belief, HOWs are the actions we take to realize that belief and WHATs are the results of those actions.”

“if we don’t understand the cause, then even the right answers will always steer us wrong … eventually. The truth, you see, is always revealed … eventually.”

“She’s a great leader because she understands that earning the trust of an organization doesn’t come from setting out to impress everyone, it comes from setting out to serve those who serve her.”

“Henry Ford summed it up best. “If I had asked people what they wanted,” he said, “they would have said a faster horse.”

“Our strength will come not from the sharpness of our spears, but from our willingness to offer others the protection of our shields.”

“In short, professional competence is not enough to be a good leader; good leaders must truly care about those entrusted to their care.”

“the combination of your WHY and HOWs is as exclusively yours as your fingerprint.”

“When the person who personifies the WHY departs without clearly articulating WHY the company was founded in the first place, they leave no clear cause for their successor to lead.”

“The only reason the field continues to grow is because of increasing demand. The more we try to make ourselves feel better, the worse we seem to feel.”

“There are leaders and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us. Whether individuals or organizations, we follow those who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves. This is a book for those who want to inspire others and for those who want to find someone to inspire them.”

“There are many ways to motivate people to do things, but loyalty comes from the ability to inspire people. Only when the WHY is clear and when people believe what you believe can a true loyal relationship develop.”

“Bottom line is when we focus on our strengths and lean in to the strengths of others, we can make the impossible possible.”

“If we expect people to live the core values of an organization, we have to be able to tell them what those values look like in action.”

“Loyalty is not built on features and benefits. Features and benefits do not inspire. Loyalty and long-lasting relationships are based on something deeper.”

“However, when those inside the bureaucracy work primarily to protect themselves, progress slows and the entire organization becomes more susceptible to external threats and pressures. Only when the Circle of Safety surrounds everyone in the organization, and not just a few people or a department or two, are the benefits fully realized. Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others. They look out for each other, but they do not offer the same considerations to those outside their “inner circle.” Without the protection of our leaders, everyone outside the inner circle is forced to work alone or in small tribes to protect and advance their own interests. And in so doing, silos form, politics entrench, mistakes are covered up instead of exposed, the spread of information slows and unease soon replaces any sense of cooperation and security.”

 

LEAVE A REPLY

Please enter your comment!
Please enter your name here

This site uses Akismet to reduce spam. Learn how your comment data is processed.