The GOLDEN Circle & Start With WHY | Simon Sinek's Ultimate Guide to SUCCESS

some people see the thing that they want and some people see the thing that prevents them from getting the thing that they want success is a feeling it's not it's not a series of checkmarks and goals I think people define success as as finish lines as social animals our success our happiness our joy our ability to get anything done requires help need motivation watch the top 10 with believe nation he's simon Sinek and here's my take on his top safety rules for success enjoy okay let's kick it off with rule number one break the rules let me tell you a story so a friend of mine and I we went for a run in Central Park the Roadrunners organization on the weekends they host races and it's very common at the end of the race they'll have a sponsor who will give away something apples or bagels or something and on this particular day when we got to the end of the run there were some free bagels and they had picnic tables set up and on one side was a group of volunteers on the table were boxes of bagels and on the other side was a long line of runners waiting to get their free bagel so I said to my friend let's let's get a bagel and he looked at me and said that lines too long and I said free bagel and he said I don't want to wait in line and I was like free bagel and he says not that's it's too long and that's when I realized that there's two ways to see the world some people see the thing that they want and some people see the thing that prevents them from getting the thing that they want I could only see the bagels he could only see the line and so I walked up to the line I leaned in between two people put my hand in the box and pulled out two bagels and no one get mad at me because the rule is you can go after whatever you want you just cannot deny anyone else to go after whatever they want now I had to sacrifice choice I didn't get to choose which bagel I got I got whatever I pulled out but I didn't have to wait in line so the point is is you don't have to wait in line you don't have to do it the way everybody else has done it you can do it your way you can break the rules you just can't get in the way of somebody else getting what they want that's rule number one rule number two train your mind performing under pressure whether it's me or anybody else is the same you know I have the same pressures as anyone else there's time there's performance there's financial I mean there you know there's deadlines my pressures are not unique the situations may be different or you know but but everybody has the same kinds of pressures but what I found or what I find fascinating is the interpretation of the stimuli if let me let me explain so I was watching the Olympics this last summer olympics and I was amazed at how bad the questions were that the reporters would ask all the athletes and almost always they asked the same question whether they were about to compete or after they competed were you nervous right and to a tee all the athletes went no right and what I realized is it's not that they're not nervous it's their interpretation of what's happening in their bodies I mean what it what happens when you're nervous right your heart rate starts to go you're you know you sort of get a little tense you get a little sweaty right you have expectation of what's coming and we interpreted that is I'm nervous now what's the interpretation of excited your heart rate starts to go you become you're anticipating what's coming right you get a little sort of like tense it's all the same thing it's the same stimuli except these athletes these these Olympic quality athletes have learned to interpret the stimuli that the rest of us would say is nervous as excited they all say the same thing no I'm not nervous I'm excited and so I've actually practiced it just to tell myself when I start to get nervous that this is excitement you know and so where when you used to feet speak in front of a large audience and somebody'd say how do you feel I should say a little nervous now when somebody says how do you feel like really excited actually and it it came from just sort of telling myself no no this is excitement and it becomes a little bit automatic later on but it's kind of a remarkable thing to deal with pressure by interpreting what your body is experiencing as excitement rather than nerves and it's really kind of effective it makes you want to rush for is rather than pull back and yet it's the same experience rule number three be patient I talked to so many smart fantastic ambitious idealistic hard working kids and they're right out of college they're in their entry-level jobs and I'll ask them how is it going and they'll say I think I'm gonna quit and I'm like why they say to me I'm not making an impact I'm like you know you've been here eight months right they treat the sense of fulfillment or even love like it's a scavenger hunt like it's something you look for my millennial friends they've gone through so many jobs they're either getting fired I mean it was mutual or they're quitting because they're not making an impact or they're not finding anything they're looking for they're not feeling fulfilled as if it's a scavenger hunt love a job you find joy from is not something you discover it's not like I found love here it is I found a job I love that's not how it works both of those things require hard work you are in love because you work very hard every single day of your life to stay in love you find a job that brings you ultimate joy because you work hard every single day to serve those around you and you maintain that joy it's not a discovery but the problem is the sense of impatience it's as if an entire generation of standing at the foot of a mountain they know exactly what they want they can see the summit what they can't see is the mountain this large amove Abul object that doesn't mean you have to do your time that's not what I'm talking about take a helicopter climb I don't care but there's still a mountain life career fulfillment relationships are journeys the problem is this entire generation has an institutionalized sense of impatience and do they have the patience to go on the journey to maintain love to feel fulfilled or do they just quit and on to the next dump and on to the next ghost and on to the next rule number four take accountability in the 18th century there was something that spread across Europe and eventually made its way to America where pole fever also known as the Black Death of childbed basically what was happening is women were giving birth and they would die within 48 hours after giving birth this black death of childbirth was the ravage of Europe and it got worse and worse and worse over the course of over a century in some hospitals it was as high as 70% of women who gave birth who would die as a result of giving birth but this was the Renaissance this was the time of empirical data and science and we had thrown away things like tradition and mysticism these were men of science these were doctors and these doctors and men of science wanted to study and try and find the reason for this black death of childbed and so they got to work studying and they would study the corpses of the of the women who had died and in the morning they would conduct autopsies and then in the afternoon they would go and deliver babies and finish their rounds and it wasn't until somewhere in the mid 1800s that dr. Oliver Wendell Holmes father of Supreme Court justice Oliver Wendell Holmes realized that all of these doctors who conducting autopsies in the morning weren't washing their hands before they delivered babies in the afternoon and he pointed it out and said guys you're the problem and they ignored him and called him crazy for 30 years until finally somebody realized that if they simply washed their hands it would go away and that's exactly what happened when they started sterilizing their instruments and washing their hands the black death of child bed disappeared my point is the lesson here is sometimes you're the problem we've seen this happen all too recently with our new men of science and empirical studies and these men of Finance who are smarter than the rest of us until the thing collapsed and they blamed everything else except themselves and my point is is take accountability for your actions you can take all the credit in the world for the things that you do right as long as you also take responsibility for the things you do wrong it must be a balanced equation you don't get it one way and not the other you get to take credit when you also take accountability also if you want to learn how to build more confidence check out my 254 series it's free the link is in the description below but I'm interested in your opinion let's go around the room it's too late the skill to hold your opinions to yourself and even though I'm gonna sell you the most beautiful hammer I'm not gonna guarantee the structural integrity of the house rule number five outdo yourself I spoke in an education summit for Microsoft I also spoke at an education summit for Apple that's education from Mike at the education summit for Microsoft I would say that 70% of the executives spent about 70% of their presentations talking about how to beat Apple at the Apple education summit a hundred percent of the executives spent a hundred percent of their presentations talking about how to help teachers teach and how to help students learn one is playing this way and one is playing that way one is playing finite and the other one is playing infinite guess which one gets frustrated so at the end of my talk at Microsoft that gave me a gift they gave me the new Zune when it was a thing and let me tell you this thing was spectacular it was the most elegant piece of technology I'd ever used the user interface was incredible the design was spectacular I absolutely loved it it was easy to use and it was bright and gorgeous and it didn't work on iTunes which is a different problem so I couldn't use it but but it was amazing and elegant my god it was elegant so I'm sitting in the back of a taxi with a very senior Apple executive sort of employee number 12 kind of guy and you know I like to stir pots so I turned him I said you know Microsoft gave me their new zoom and it is so much better than your iPod Touch and he turned to me and he said I have no doubt conversation over because the infinite player understands sometimes your head and sometimes your behind sometimes your product is better and sometimes it's worse the goal isn't to be the best every day the goal isn't out to outdo your competition every day that's a finite construction if I had said to Microsoft I've got the new iPod touch and it's so much better than your Zune they would have said can we see it what does it do react react react react finite players play to be bet to beat the people around them infinite players play to be better than themselves to wake up every single day and say how can we make our company a better version of itself today than it was yesterday how can we create a product this week that's better than the product we created last week we also have to play the infinite game it's not about being ranked number one it's not about having more followers on Twitter than your friends it's not about outdoing anyone it's about how to outdo yourself it's not about selling more books or getting more 10 views than somebody else it's about how to make sure that the work that you're producing is better than the work you produced before you are your competition and that is what ensures you stay in the game the longest and that is what ensures you find joy because the joy comes not from comparison but from advancement rule number six stack the deck when are you at your best I met my best when I'm around people who believe what I believe I know it seems silly but I try very very hard to sort of stack the deck you know to put myself in a position of strength so for example you know somebody asked me just yesterday have you ever had sort of a bad you know engagement I was thinking myself I'm like not really but it's not because I'm some sort of sort of genius and I sending anything like that it's because I stack the deck it's because I want to be there I want to be around people who want me there in other words if I'm somebody's tenth choiced and like you know I'll probably turn it down whereas if I'm their first choice they really won't be there and so I'm more likely to have a good engagement they're supportive of me I'm supportive of them and so yeah I'm at my best was like when I stack the deck when I choose to be in an environment where where my strengths are are they're rule number seven be the last to speak Nelson Mandela is a particularly special case study in the leadership world because he is universally regarded as a great leader you can take other personalities and depending on the nation you go to we have different opinions about other personalities but Nelson Mandela across the world is universally regarded as a great leader he was actually the son of a tribal chief and he was asked one day how did you learn to be a great leader and he responded that he would go with his father to tribal meetings and he remembers two things when his father would meet with other elders one they would always sit in a circle and to his father was always the last to speak you'll be told your whole life that you need to learn to listen I would say that you need to learn to be the last to speak I see it in boardrooms every day of the week even people who consider themselves good leaders who may actually be decent leaders will walk into a room and say here's the problem here's what I think but I'm interested in your opinion let's go around the room it's too late the skill to hold your opinions to yourself until everyone has spoken does two things one it gives everybody else the feeling that they have been heard it give me gives everyone else the ability to feel that they have contributed and two you get the benefit of hearing what everybody else has to think before you render European the skill is really to keep your opinions to yourself if you agree with somebody don't nod yes if you disagree with somebody don't not know simply sit there take it all in and the only thing you're allowed to do is ask questions so that you can understand what they mean and why they have the opinion that they have you must understand from where they are speaking why they have the opinion they have not just what they are saying and at the end you will get your turn it sounds easy it's not practice being the last to speak that's what Nelson Mandela did rule number eight be authentic every decision we make in our lives as individuals or as organizations is a piece of communication it's our way of saying something about who we are and what we believe this is why authenticity matters this is why you have to say and do the things you actually believe because the things you say and do are symbols of who you are and we look for those symbols so we can find people who believe what we believe our very survival depends on it so if you're putting out false symbols you will attract people to those symbols but you won't be able to form trust with them this is what Tiger Woods did to us he lied he lied he told us what he thought we wanted to hear and it was great and we were drawn to it and all of us who kind of liked that idea of the sort of the good guy were drawn to it until we found out it was a lie he could have been the bad boy of golf he could have had all the same endorsements and had a fantastic career and still been hailed as one of the great athletes of our day but he didn't he chose to lie good luck forming trust again tiger we don't believe you we don't trust you the goal of putting something out there if you say what you believe and you do what you believe you will attract people who believe what you believe if you go to one of your friends and you say to one of your friends how would you like me to dress so that you'll like me better how would you want me to address you how do you want me to speak so that you'll like me more right your friends are gonna look at you be like what are you talking about yeah come on come on come on what should I wear so that you'll find me more appealing and how would you like me to speak to you so that you'll like me more and your friends are gonna tell you just be yourself that's why I like you I don't just be yourself now think about what we do in industry what do we do we do market research and we go up and we ask the customers what kind of things the way what style should we speak to you how should we decorate ourselves what kind of things are you drawn to so that we can do those things so you'll like us more it's just as ridiculous it's just as ridiculous organisations should say and do the things they actually believe and they will attract people who believe what they believe or they can choose to lie and at the slightest hint that they might be lying cynicism sets in and people start saying I'm not sure I can trust these guys because there's not a lot of consistency and all the things they say and do which means they can't have a very strong belief set or they're lying to me and we call them into authentic the entire process of asking other people who we should be is inauthentic that's hilarious to me all these positioning studies we do are inherent we're going to do a study to find out from people so we can be more authentic that's hilarious say and do what you actually believe and the symbols you put out there the things you say and the things you do those red hats are ways that people can find you what you have the ability to do as designers is create those symbols and allow people to use those things to say something about who they are work for companies work for clients work for people who you believe what they believe show up and feel a part of something bigger than yourself and your part is to put what they believe into pictures and words and symbols and graphics so that other people can use those things to say something about who they are people put harley-davidson logos on their body to say something about who they are corporate logo ain't no Procter & Gamble's tattooed on anybody's on because Harley means something they stand for something people put that tattoo on their not to tell you that they own a motorcycle they put that tattoo there to tell you something about themselves do you ever see anybody with a with a Mac laptop put a sticker over that beautiful shining Apple ain't never gonna happen then how will you know who I am you ever see anybody with a PC break out the Windex to clean out their computer Mac people have you ever seen a dirty Mac doesn't exist does not exist why because it's Who I am these are symbols we use the companies that are crystal clear and what they believe and their discipline and how they do it they're consistent of what they do and everything they say and everything they do serves as a symbol of the set of values and beliefs we use those symbols to say something about who we are we surround ourselves with the people and the products and the brands that say something about who we are and when we confine the people who believe what we believe we're weirdly drawn to them because our very survival depends on it we need it and so the more you can give of yourself the more you can give of what you believe the more you can discipline with discipline saying boo and do the things you actually believe strange things start to happen rule number nine find your passion what are your thoughts and what's your approach on finding and building upon passions passion is not an actionable word it's correct you know that those who do the things that they're passionate about do better but it's not helpful advice and so the question is where does passion come from passion is a result passion is an energy passion is the feeling you have when you're engaged in something that you love passion is the feeling you have that you would probably do this for free you know and you can't believe somebody pays you to do it you know and I think we mistake that passion is something we do in our private lives but it shouldn't be done you know in our careers for example and I'm a firm believer that you are who you are and anybody who says I'm different at home than I am at work and one of those two places you're lying and the goal is to make everything you do in at work something that you have excitement to do so how do you find the things that you're excited to do well it's actually easier than you think what are the things that you love to do what are the things that you would do for free you know how can you recreate that feeling and and be paid for it so what are the things that I do in the weekend right I love I'm very involved in the art world I love to go to museums and galleries but I love to go see dance and performances because I want to see how others are interpreting the world so that inspires me new ideas new thoughts new ways of looking at the world are things that interest me privately and I seek it out and pay money for it right so does that mean I have to have a career in the arts no it means I have to have a career where new ideas are explored where people are experimenting and trying things out and I have to explore new ideas and try things out and I'm just as excited to go to work everyday as I am just you know go do something on a Saturday night and so the idea of finding your passion is ironically simple because you should be doing stuff that you enjoy sometimes what is the stuff that you enjoy and then what is the stuff that you love who are the people that you love and what are that's what they all have in common rule number 10 start with why how do you explain when things don't go as we assumed or better how do you explain when others are able to achieve things that seem to defy all of the assumptions for example why is Apple so innovative year after year after year after year they're more innovative than all their competition and yet they're just a computer company they're just like everyone else they have the same access to the same talent the same agencies the same consultants the same media then why is it that they seemed to have something different why is it that Martin Luther King led the civil rights movement he wasn't the only man who suffered in a pre-civil Rights America and he certainly wasn't the only great orator of the day why him and why is it that the Wright brothers were able to figure out control powered man flight when there were certainly other teams who were better qualified but her funded and they didn't achieve powered man flight and the Wright brothers beat them to it there's something else at play here about three and a half years ago I made a discovery and this discovery profoundly changed my view on how I thought the world worked and it even profoundly changed the way in which I operate in it as it turns out there's a pattern as it turns out all the great and inspiring leaders and organizations in the world whether it's Apple or Martin Luther King or the Wright brothers they all think act and communicate the exact same way and it's the complete opposite to everyone else all I did was codify it and it's probably the world's simplest idea I call it the Golden Circle [Music] why how what this little idea explains why some organizations and some leaders are able to inspire where others aren't let me define the terms really quickly every single person every single organization on the planet knows what they do 100 percent some know how they do it with you call it your differentiating value proposition or your proprietary process or your USP but very very few people or organizations know why they do what they do and by why I don't mean to make a profit that's a result it's always a result by why I mean what's your purpose what's your cause what's your belief why does your organization exist why do you get out of bed in the morning and why should anyone care well as a result the way we think the way we act the way we communicate is from the outside in it's obvious we go from the clearest thing to the fuzziest thing but the inspired leaders and the inspire or inspired organizations regardless of their size regardless of their industry all think act and communicate from the inside out let me give you an example I use Apple because they're easy to understand and everybody gets it if Apple were like everyone else a marketing message from them might sound like this we make great computers they're beautifully designed simple to use and user friendly want to buy one and that's how most of us communicate that's how most marketing is done the sum of sales done and that's how most of us communicate interpersonally we save what we do we say how we're different or how we better and we expect some sort of behavior or purchase a vote something like that here is our new law firm we have the best lawyers with the biggest clients we have you know we always perform for our clients do business with us here's our new car it gets great gas mileage it has you know leather seats by our car but it's uninspiring here's how Apple actually communicates everything we do we believe in challenging the status quo we believe in thinking differently the way we challenge the status quo is by making our products beautifully designed simple to use and user friendly we just happen to make great Computers wanna buy one totally different right you ready to buy a computer for me all I did was reverse the order of the information what it proves to us is that people don't buy what you do people buy why you do it people don't buy what you do they buy why you do it this explains why every single person in this room is perfectly comfortable buying a computer from Apple but we're also perfectly comfortable buying an mp3 player from Apple or a phone from Apple or a DVR from Apple but as I said before Apple's just a computer company there's nothing that distinguishes them structurally from any of their competitors their competitors are all equally qualified to make all of these products in fact they tried a few years ago gateway came out with flat-screen TVs they're eminently qualified to make flat-screen tvs they've been making some flat-screen monitors for years nobody bought one Dell came out with mp3 players and PDAs and they make great quality products and they can make perfectly well design products and nobody bought one in fact talking about it now we can't even imagine buying an mp3 player from Dell why would you buy an mp3 player from a computer company but we do it every day people don't buy what you do they buy why you do it the goal is not to do business with anybody with everybody who needs what you have the goal is to do business with people who believe what you believe here's the best part none of what I'm telling you is my opinion it's all grounded in the tenets of biology not psychology biology if you look at a cross-section of the human brain looking from the top down what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle our newest brain our Homo Sapien brain our neocortex corresponds with the what level the neocortex is responsible for all of our rational and analytical thought and language the middle two sections make up our limbic brains and our limbic brains are responsible for all of our feelings like trust and loyalty it's also responsible for all human behavior all decision-making and it has no capacity for language in other words when we communicate from the outside in yes people can understand vast amounts of complicated information like features and benefits and facts and figures it just doesn't drive behavior when we communicate from the inside out we're talking directly to the part of the brain that controls behavior and then we allow people to rationalize it with the tangible things we say and do this is where gut decisions come from you know sometimes you can give somebody all the facts and your figures in these I know and all the facts in detail say but it just doesn't feel right why would we use that verb it doesn't feel right because the part of the brain that controls decision-making doesn't control language and the best we can muster up is I don't know it just doesn't feel right or sometimes you say you're leading with your heart or you're leading with your soul well I hate to break it to you there zoned other body parts controlling your behavior it's all happening here in your limbic brain the part of the brain that controls decision-making and not language but if you don't know why you do what you do and people respond to why you do what you do then how will anybody how will you ever get people to vote for you or buy something from you or more importantly be loyal and want to be a part of what it is what you bet you do again the goal is not just as to sell people who need what you have the goal is to sell to people who believe what you believe the goal is not just to hire people who need a job it's to hire people who believe what you believe I always say that you know this if you if you 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 work for you with blood and sweat and tears and no era or nowhere else is there a better example of this than with the Wright brothers most people don't know about Samuel Pierpont Langley and back in the early 20th century the pursuit of powered man flight was like the dot-com of the day everybody was trying it and Samuel Pierpont Langley had what we assume to be the recipe for success I mean even now when you ask people why did your product or why did your company fail and people always give you the permeate same permutation of the same three things undercapitalized the wrong people bad market conditions it's always the same three things so let's explore that Samuel Pierpont Langley was given $50,000 by the War Department to figure out this flying machine money was no problem he held a seat at Harvard and worked at the Smithsonian and was extremely well-connected he knew all the big minds of the day he hired the best minds money could find and the market conditions were fantastic the New York Times followed him around everywhere and everyone was rooting for Langley and how come we've never heard of Samuel Pierpont Langley a few hundred miles away in Dayton Ohio Orville and Wilbur Wright they had none of what we consider to be the recipe for success they had no money they paid for their dream with the proceeds from their bicycle shop not a single person on the Wright brothers team had a college education not even Orville or Wilbur and the New York Times followed them around nowhere the difference was Orville and Wilbur were driven by a caused by a purpose by a belief they believed that if they could figure out this flying machine it'll change the course of the world Samuel Pierpont Langley was different he wanted to be rich and he want to be famous he was in pursuit of the result he was in pursuit of the riches and lo and behold look what happened the people who believed in the Wright brothers dream worked with them with blood and sweat and tears the others just worked for the paycheck and they tell stories of how every time the Wright brothers went out they would have to take five sets of parts because that's how many times they would crash before they came in for supper and eventually on December 17th 1903 the Wright brothers took flight and no one was there to even experience it we found out about it a few days later and further proof that Langley was motivated by the wrong thing the day the Wright brothers took flight he quit he could have said that's an amazing discovery guys and I will improve upon your technology but he didn't he wasn't first he didn't get rich he didn't get famous so he quit people don't buy what you do they buy why you do it and if you talk about what you believe you will attract those who believe what you believe well why is it important to attract those who believe what you believe something called the law of diffusion of innovation and if you don't know the law you definitely know the terminology the first two and a half percent of our population are our innovators the next thirteen and a half percent of our population are our early adopters the next thirty four percent are your early majority your late majority and your laggards the only reason these people by touch-tone phones is because you can't buy rotary phones anymore we all sit at various places at various times on the scale but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration and then the system tips and I love asking businesses what's your conversion on new business and they left us tell you oh it's about 10% proudly well you can trip over 10% of the customers we all have about 10% who just get it that's how we describe them right that's like that gut feeling oh they just get it the problem is how do you find the ones that just get it before you're doing business with them versus the ones who don't get it so it's this here this little gap that you have to close as Jeffrey Moore calls it crossing the chasm because you see the early majority will not try something until someone else has tried it first and these guys the innovators in the early adopters they're comfortable making those gut decisions they're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available the people who stood on line for six hours to buy an iPhone when they first came out when you could have just walked into the store the next week and bought one off the shelf these are the people who spent $40,000 on flat-screen TVs when they first came out even though the technology was substandard and by the way they didn't do it because the technology was so great they did it for themselves it's because they wanted to be first people don't buy what you do they buy why you do it and what you do simply proves what you believe in fact people will do the things that prove what they believe the reason that person bought the iPhone on the first in the first six hours of stood in line for six hours was because of what they believed about the world and how they wanted everybody to see them they were first people don't buy what you do they buy why you do it so let me give you a famous example a famous failure and a famous success of the law of diffusion of innovation first the famous failure it's a commercial example as we said before a second ago the recipe for success is money and the right people in the right market conditions right you should have success then look at TiVo from the time TiVo came out about eight or nine years ago to this current day they are the single highest quality product on the market hands down there is no dispute they were extremely well-funded market conditions were fantastic I mean we use TiVo as a verb like TiVo stuff on my piece of junk Time Warner DVR all the time but Tebow is a commercial failure they've never made money and when they went IPO their stock was at about 30 or 40 dollars then plummeted and it's never traded above ten in fact I don't thinks it's even traded above six except for a couple of little spikes because you see when Tito launched their product they told us all what they had they said we have a product that pauses live TV skips commercials rewinds live TV and memorizes your viewing habits without you even asking and the cynical majority said we don't believe you we don't need it we don't like it you're scaring us what if they had said if you're the kind of person who likes to have total control over every aspect of your life boy do we have a product for you it pauses live TV skips commercials memorizes your viewing habits etc etc people don't buy what you do they buy why you do it and what you do simply serves as the proof of what you believe now let me give you a successful example of the law of diffusion of innovation in the summer of 1963 250,000 people showed up on the mall in Washington to hear dr. King speak they sent out no invitations and there was no website to check the date how do you do that well dr. King wasn't the only man in America who was the who's a great orator he wasn't the only man in America who suffered in a pre-civil Rights America in fact some of his ideas were bad but he had a gift he didn't go around telling people what needed to change in America you know he went around and told people what he believed I believe I believe I believe he told people and people who believed what he believed took his cause and they made it their own and they told people and some of those people created structures to get the word out to even more people and lo and behold 250,000 people showed up on the right day on the right time to hear him speak how many of them showed up for him zero they showed up for themselves it's what they believed about America that got them to travel on a bus for eight hours to stand in the Sun in Washington for in the middle of August it's what they believed and it wasn't about black versus white 25 percent of the audience was white dr. King believed that there are two types of laws in this world those that are made by a higher authority Authority and those that are made by man and not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world it just so happens that the civil rights movement was the perfect thing to help him bring his cause to life we followed him not for him but for ourselves and by the way he gave the I have a dream speech not the I have a planned speech listen to politicians now with the comprehensive 12-point plans are not inspiring anybody because there were leaders and there are those who lead leaders hold a position of power or authority but those who lead inspire us with other 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 and it's those who start with Y that have the ability to inspire those around them or find others who inspire them thank you very much rule number 11 pursue your vision people are always talk about visions and missions and all of this stuff and when people ask me like what example should I look - like what company should I'm like here's an organization with a vision a cause it was founded with a cause it's an entrepreneurial venture it's America is an experiment it's an entrepreneurial venture where a bunch of people got together and decided we needed to start our own country because there were certain obstacles that were getting in the way of a vision that we had of a better kind of country but a kind of company right and they stated it right out of the beginning all men are created equal endowed with these unalienable rights among amongst which include life liberty and the pursuit of happiness and it's not a it's not just a competitive statement like to be the best to be the most respected that's not what it was and I'm amazed how many companies start their visions or missions with those that terribly egocentric language it was an ideal and the amazing thing is is we've been good at it and bad at it in our history but it's endured for 240 plus years because we fundamentally believe that we are at our best when we're pursuing that but it is an ideal we will never actually achieve all people or but we will die trying and that's the point and it's the same for a company which is true vision inside a company is something that has nothing to do with your product it is an ideal to which you will attempt to build an advanced that ideal through your company with your product you'll never achieve the ideal but you'll die trying and this is what gives our work meaning this is what it gives our lives purpose right the difference between vision and a goal is the finish line a goal is 26.2 miles you can simply count the metrics and know when you've completed your goal as a vision is having a crystal-clear sense of what the finish line looks like but no idea of how far away it is and it's and the reality is you will spend your entire life never actually crossing the finish line but the joy that every marathon you complete you feel like you're getting closer and every milestone that you accomplish makes you feel like you're getting closer and closer to the ideal and this is what gives our life in our work meaning rule number 12 measure momentum success is an elusive thing right what is it and I think it's very interesting that if most people can't define success well it means you made X amount of dollars or but if you make X amount of dollars but you spend more are you successful or what it means you come home happy every day okay how do you know when you're happy you know so I think success is a funny thing which is we all seem to pursue it but we don't know how to measure it or actually how to define it so how do you pursue something that you can't measure fascinating so when people say to me how do you measure success the question we all have to ask ourselves am i successful I don't know I mean I had a good year last year and what does that mean does that mean I made a lot of money doesn't mean it's really happy oh I'll let you decide right maybe neither maybe both I had a good year last year but am i successful and the answer is no I don't feel I am because I'm trying to build a world that doesn't exist yet I'm trying to build a world in which 90% of people go home at the end of the day feeling fulfilled by the work that they do so I definitely took a step a big step forward towards that goal but I'm still so far away so somebody said to me then how do you know if you're successful and the answer is if it can go by itself and so what is more interesting to me as measurement of success is not the the the markers per se it's not the the financial goal or the the size of the house that you want to buy those nice things go for it those are but those are not measurements of success those are just nice things to collect along the way for me its momentum I want to measure momentum which is you know when when something is moving and you start to see it lose momentum you're like oh give it a push because if you don't give it a push it's gonna stop and an object in stasis is much harder to get going it requires a lot more energy to get something started than it does to keep it going right and so if you don't let it stop and you can keep it going into this you know you still might slow down down there but you can get it going again much easier and for me the opportunity is to get the ball rolling faster and faster and faster and faster and faster and bigger and bigger and bigger and Slyke a snowball and my responsibility is because it's not rolling downhill yet it's not on automatic yet I need to still keep it going to find that critical mass where it can go and at the point it can go by itself without me then I will find something else to do and that may not happen in my lifetime I think we must all stop measuring promotions salaries and these things but rather measure the momentum of your career does my career have momentum can I see it moving in the right direction can I see it gathering moss you know can I see that it's easy becoming easier for me to keep the momentum it's becoming easier for me to grow the size of this thing it's it's requiring less effort that's the thing we need to measure that's the thing that we need to be cognizant of which is the momentum of our career is not just the the markers that we think define our success rule number 13 be a giver I did a little experiment with them with a homeless person not like on them it's not like electrodes with them voluntarily help me because the whole idea of giving right give give you you've all walked down the street and you've all seen someone begging and you either have or haven't thrown a few pennies in their cup when you do you feel good you bought that feeling that is a legitimate commercial transaction you know commercial transactions are defined as the exchange of consideration there was an exchange of consideration here you gave money you got the feeling of goodwill you paid for that feeling if you didn't give money you either feel nothing or you feel bad you can't feel good by not giving all right you paid for that feeling so now the question is how is that person encouraging us to give the joke is they act like every corporation in the world they talk about themselves me me me me me me me right like they sit there with their little outdoor advertising little sign right and it says I'm homeless I'm hungry I got 12 kids I'm a veteran god bless they got it all in they're trying to appeal to somebody the religious vote the veteran vote you know the child sympathizer surround yourself with lots of pets go for that one too right all in an attempt to get something from someone takers not givers right all about me well what what corporations do we've added more RAM we've added more ROM we've added more speed this one's number one we're the biggest we're the best we've been around since 1969 we're better than them we're faster than them we're more efficient than that one me and me me me me me me me me me and so even if we buy their product guess what yeah man we're gonna feel much so I did this little experiment I found a nice homeless lady on the streets of New York who's willing to help out and I learned that with her sign which was pretty typical I'm homeless I'm hungry uh she makes between 20 and 30 dollars a day for you know for a day's worth of work 8 to 10 hours of sitting there selling goodwill 8 to 10 hours she'll make 20 to $30 $30 is considered a good day I changed her sign and the new sign made her $40 in two hours and then she left [Music] it's one of the reasons she's homeless is cuz she's decided that she only needs twenty to thirty dollars a day to live if she stayed she would have made $150 the point is she made forty bucks in two hours where the signs say the sign said if you only give once a month please think of me next time it has nothing to do with the taker it has everything to do with the giver and one of the objections people give when they don't give I can't give to everyone how do I know that they really need it and so I addressed both those concerns I know you can't give to everyone so if you only give once a month my cause is legitimate I will still be here when you're ready to give forty bucks two hours make it about them not about you the fact of the matter is 100 percent of customers are people and 100 percent of clients are people and 100 percent of employees are people I don't care how good your product is I don't care how good your marketing is I don't care how good your design is if you don't understand people you don't understand business we are social animals we are human beings and our survival depends on our ability to form trusting relationships do you ever watch Deadliest Catch on the Discovery Channel that's slipping through channels one night and Deadliest Catch came on and on this episode just random they were in a huge storm now for those of you who don't know Deadliest Catch they take these crab fishing boats out in the Bering Sea which is like terrible and they put cameras on them and we watch right the reason that's I guess significant is because these crab fishermen have I think one of the top 5 deadliest jobs in the world you know I don't know what the exact number is but dozens of fishermen die every year doing doing this we apparently find that entertaining it actually is so they have cameras only on five or six of the ships even though there are many many me ships that go out fishing every season and they don't really come into proximity with each other because you know the oceans huge and they usually sabotage and give each other false information because they're all competitors they're all looking to get the crabs and you know make sure that they find them somebody else doesn't and it's business right it's just business it's okay we all did the same thing in our own companies and in this one episode this big huge storm was so violent that they had to bring all the pots which are the big cages that they catch the crabs and they to bring all the pots back on the boat and wait out the storm and just buy um luck one of the boats that had cameras on it was in proximity of a boat that didn't have cameras on it and so they filmed they had secured all their pots on the deck and so they started filming the other boat and they filmed a guy climbing on the outside of the cage securing the pots and all of a sudden a huge wave hits the side of the boat and the guy's not there anymore and the people on the boat with the camera starts screaming Man Overboard Man Overboard Man Overboard and they turned our boat towards where they think he might be he's a stranger they don't know him they don't know the the crew members of the other boat and yet they react and they turned towards him and they find him in the drink and for those of you don't understand how dangerous this is if the water is so cold that if you're in the water for I think that it's a minute or a minute thirty hypothermia will set in and you die and they come upon him and he's screaming don't let me die don't let me die and they pull him on board not out of the woods yet they strip off his clothes because it's wet and cold and they wrapped blankets around him to prevent hyperthermia from setting it and he survives and it's overwhelming and the captain comes down and this is all I mean you can go watch it on TV the camera comes the captain comes down and he honks this stranger this young man his competitor he hugs this guy's if he's his own son I lost it everybody is crying and you realize what happened here was a human interaction and the reason they risk their own lives to help this other person even though they spend every other day trying to get ahead and sabotage is because at the end of the day they're all crab fishermen and they know something about each other and they know something about the risk that they all take to do this and when push comes to shove they will put themselves out there to help each other for no other reason than they get it they're one of the same I will promise you that every single member of that crew that day went home with a feeling of fulfillment I promise you that every single person on that crew that day felt more good in their hearts and in their jobs than the richest days they've ever pulled in my question is is what are you doing to help the person next to you don't you want to wake up and go to work for the only reason that you can do something good for someone else when you want them to do that for you remember 14 learn from creative people I'm a lover of creative people and so any sort of expression of how you see the world in a different terminology is fascinating to me and so even though I myself I'm a photographer so I have that visual aspect I'm a huge fan of modern dance and spend a lot of time sort of with dancers and in the dance world and have you know tried my hand at choreography just to see you know I'm not good but I like the idea of trying it you know and and so for me it's about perspective which is when I when when you hang out with dancers and you you know you sort of learn to dance a little bit or you learn to choreograph a little bit or you learn to paint a little bit you know I'm not a painter but I painted a painting recently you know you know if you if you understeery you know everything's connected right you know it's like we conveniently divide up our lives like here's my personal life is my professional life I'm you know here's my social life I'm looking to find balance it's just you you know and all the same things apply and so if you do good here you can apply what you learn here to there you know and so when you when you learn how things interconnect and in people interconnect and how human relationships work and presents I mean you want to learn about presents take a dance class you learn all about how to present yourself and be forwards you're gonna take an acting class learn how to you know present your speech people say Simon how'd you learn this is like I'm exposed to all of this so the tools I've learned have just mainly been different perspectives on how other people use their creative talents to see the world and if I can get little pieces of those they they help me in many many different ways rule number 15 know your destination imagine we're standing in a big empty room right and we're standing in one corner and I give you a simple instruction I want you to go to that corner in a straight line right I'll figure out no big deal right without telling you I slip a chair in front of you what do you do you go around the chair now you just disobeyed what I told you to do I told you to go to that corner straight line but this is the amazing things about human beings which is when we're given a clear destination we use our own creativity and our own sense of innovation and our own problem-solving abilities to overcome obstacles to get to the destination in other words the destination is more important than the route right we are flexible about the route we're obsessed with the destination reset we're standing in the corner together and I give you a simple instruction go somewhere in this room in a straight line and you say to me well where do want me to go I'm like I don't know you smart figure it out go in a straight line and so you pick a point and you start walking and without telling you I put a chair in front of you and what do you do you come to a grinding halt I say would you stop for you go will you put a chair in front of me or you'll make a sudden turn and go in another direction right and this is the problem it's the same obstacle the difference is when you have a clear set a clear destination the obstacles become easy to overcome when you don't have a clear destination you keep coming to a grinding halt and what we do in our companies is we're counting the steps we're taking along the route but we're never looking at the destination right so companies has made in million dollars this year we were only planning on making eight hundred thousand like we took ten steps when we planning on taking eight where are you going no clue right we count the steps and so the point is is that people want to feel that the effort that they're exerting actually are moving somewhere and so successful measurement successful recognition is not just for the steps you take it's not just for the effort it's that the effort you exerted moved us closer to where we're trying to get to and that get to should be some crazy ideal my ideals too live in a world in which the vast majority of people wake up every single morning you know inspired to go to work and fulfilled by the work that they do and the the couple of measurements that I use are if the book is selling and I by the way people ask me how many have you sold I have no clue I've never asked the publisher because they don't care I really don't care how many I've sold what I care about is the Amazon rankings and that those are going steady or up and not plummeting because that means other people write because I don't have a publicist I don't have a marketing strategy on purpose I didn't hire one of those companies to sell the book for me and the reason is is because I'm not interested in book sales I'm interested in the spreading of an idea and so I just use that as a metric to help me understand am I sort of marching in that because the more I preach is it resonating you know and so you have a couple of these imperfect measurements that help you understand are you going along the way so it's not just great effort look what you achieved because that's what we're doing now right our goal is to increase top-line revenues by 50 million dollars for what reason right which is we have to know the destination and then we say amazing you took us that much closer and if we go to the right it's because we were overcoming an obstacle if we hadn't gone to the right we would have been stuck forever thank you you know it's not always straight lines it's not always straight lines but it's it's in one direction she's pulling the cane out rule number 16 be open to the unknown rarely are we instant experts you may have a particular gift or affinity toward something but you still get better you know people would pay me high compliments when I started speaking and then people who've seen me a year or two later say that I'm even better and I feel it why is that because you you you learn more you know I think that hubris is dangerous I think to think that you're an expert at anything is a foolish pursuit you're never you're never as good as you could be there's a boy's room for improvement there's always room to get better you don't that does mean you have to listen to all the advice just you know not necessarily does everybody know best but but to believe that you can be better and to believe that you can offer more is it is a constant pursuit you know I used to think being a public speaker meant being poised and presenting in a way that was compelling and speaking at the right pace and that's that's a part of it but but I have been taking more risks lately doing things that are very unstructured and very uncomfortable and I will now do like if I have an hour to speak I'd rather speak for 20 minutes and do 40 minutes worth of questions and who knows how that's gonna go and that to me is the best and so I'm a better speaker because now I'm Way more open to the unknown we're a few years ago that that would've scared me rule number 17 have balance dopamine is the feeling that you found something you're looking for or do you accomplish something you set out to accomplish so you know that feeling you get when you cross something off your to-do list that's dopamine feels awesome you know when you when you have a goal to hit and you achieve that goal you're like yes you feel like you've won something right that's dopamine the whole purpose of dopamine is to make sure that we get stuff done right the historical reason for dopamine we would never eat if we only waited to get until we got hungry because there's no guarantee that we would find food so dopamine exists to help us go looking for food we get dopamine when we eat which is one of the reasons we like eating and so when you see something that reminds you of something that feels good we want to do the behavior that helps us get that feeling right so let's say you're out there going for a walk and you see an apple tree in the distance you get a small hit of dopamine and then what it does is it focuses us on our goals and now we start walking towards the apple tree and has the apple tree starts to get a little bigger we feel like we're making progress you get another little shot of dopamine and another little shadow dopamine until you get to the Train you're like yes okay this is why we're told you must write down your goals your goals must be tangible there's a there's a biological reason for that we were very very visually oriented animals you have to be able to see the goal for it to biologically stay focused right if you don't write down your goals if you can't see your goals it's very hard to get motivated to get inspired for example think about corporate visions right a corporate vision is have to be something we can see right that's why it's called a vision you can see it right to be the biggest most respected to be the fastest-growing are not visions they're nothing right what does that even look like respected by whom your mother yourself your friends your shareholders who knows what's the metric dunno it's Amorphis doesn't motivate us just like I can't tell you you will get a bonus if you achieve more you're gonna ask me how much more I'm gonna say more doesn't work you need a tangible goal you need a tangible goal right here's a great vision Martin Luther King I have a dream that one day little black children the little white children will play on the playground together and hold hands together we can imagine that we can set our sights on that and every time we achieve a goal and achieve a metric and achieve a milestone that makes us feel like we're making progress to the vision we can see we keep going and going and going until we achieve something remarkable you have to be able to see it dopamine like I said dopamine is the feeling you get when you set out to find something you're looking for as well talked about the to-do list I came home from a trip just a couple days ago and I had a bunch of errands to run and I wrote down a little list of things I had to do and off I went right and as I was walking past I think was a drycleaners I remember I was walking past something I remembered Who I have to do that and I hadn't written it down on my I hadn't written down on my to-do list so I went in and I finished what I needed to do and then when I came out I then wrote it on my to-do list and then crossed it out because I wanted the dopamine feels good dopamine comes with a warning dopamine is highly highly highly addictive here are some other things that release dopamine alcohol nicotine gambling your cell phone oh you think I'm joking okay we've all been told that you know if you wake up in the morning and you crave a drink you might be an alcoholic well if you wake up in the morning the first thing you do is check your phone before you even get out of bed might be an addict if you walk from room to room in your own apartment holding your telephone you might be an addict when you're driving in your car and you get a text and your phone goes beep we we hate email true we love the beep the buzz the ding aw right you'll be there in 10 minutes and yet you have to look at it right now you might be an addict and even if you read it and it says are you free for dinner next Thursday and you have to reply immediately you can't wait the 10 minutes you might be an addict and for all you Gen Y is out there who like to think that you're better at multitasking beause you grew up with the technology then why do you keep crashing your cars when you're texting you're not you're not better at multitasking you're better at getting distracted in fact if you look at the statistics a DD and ADHD have diagnosis of a DD and ADHD have risen 66% in the past ten years okay a DD and ADHD is a frontal lobe disorder right are you telling me out of nowhere sixty-six percent of our youth has the frontal lobe problem where did that come from no it's a misdiagnosis right what what are the what are the symptoms of a dopamine addiction to technology distractibility inability to get things done easily easily distracted you know shortness of attention it's all the same thing so we misdiagnosed things it's this it's the addictive quality of dopamine we can also get addicted to performance in our companies when all they do is give us numbers to hit numbers to hit numbers to hit and a bonus you get and a bonus you get and a bonus you get all they're doing is feeding us with dopamine and we can't help ourselves all we do is want more more MORE it's no surprise that the bank's destroyed the economy because one of the things we know about dopamine addict is they will do anything to get another hit sometimes at the sacrifice of their own resources and their relationships ask any alcoholic gambling addict or drug addict ask them how their relationships are doing and if they've squandered any of their resources it's an addiction dopamine is dangerous if it is unbalanced it is hugely helpful when in a comfortable and balanced system but when unbalanced it's dangerous and its destructive rule number 18 turn followers into leaders there's a brilliant leader by the name of David mark hey who wrote a book called turn the ship around and he had an experience as a submarine captain on the USS scent effect where he realized that as much as he knew about submarining you know he'd been a submarine or his whole career that put on this new submarine he learned the hard way that he actually didn't know how the submarine worked he made an order that nobody knew how to do it because there was that didn't exist on that sub and so he realized he had no choice but to trust his people and he went through this transformation as a leader of telling everybody what to do to allowing people to tell him what should be done and I've learned a lot from him and I highly recommend his book and and I I've really learned that which is you know at the top of the organization as david says the people have all the authority the leaders have all the authority but at the bottom they've all the context right and so you can't just push all the context up you have to push the authority down and so the responsibility of leadership is to train people make sure that they have the skill set help build their confidence that that they have the confidence to do what needs to be done they have to have competence and confidence and that's that's your job that's the only job at the leader make sure it's like like a parent make sure they have competence and confidence you know make sure your kids get schooling and make sure that they believe in themselves and then leave them you know and so I've done the same thing instead of sort of showing people how I would do it I want them to learn how it's done you know and feel good about themselves and then just however they do it is how they do it yeah you know and the result is remarkable um people feel better about coming to work they feel like they have something to contribute they feel more valuable as opposed to just being told this is how I would do it or I'm gonna do it this way or do it my way so yeah completely changing my understanding of my job as more like a parent than a manager has had remarkable impact rule number 19 set unrealistic goals it's easy to pull things back it's very hard to ramp things up and I'd rather start with something that's too big and pull it back into reality then start with something that's so easy that you can't really get it up for example you know don't set your goals realistically set them entirely unrealistically I mean shoot for 80 and be disappointed when you hit 70 as opposed to shooting for 20 in being ecstatic when you hit 21 we beat our goal yeah but it was real oh go you know I think I think to be frustrated and achieving something rather than ecstatic and achieving less is a better way to live not to mention Eugene more so I'm a great believer in that the greater good like those things there's like so big they're ridiculous I mean like you know my goal is your goal is called world peace I know daunting you know but that's the idea if I fail and I certainly won't achieve it in my lifetime I'd like to think that what I'll contribute towards that ridiculous idealistic the nonsense goal will be more than if I say if I can just be happy by myself in my little house you know right I mean that's nice and all but good I like the idea of contributing to your neighbor as well rule number 20 take action you speak to businesses and companies and leadership teams and employees and stuff without mentioning names I don't want to put you on the spot but have you gone and talked to a company that's been in trouble and then spoken to their team and then checked in on them after you've spoken to their leadership team and what did that look like did you notice a noticeable change did they come to you and tell you that this has helped our organization out and our culture is much improved because of it you mean does my work I mean sure here's the problem with my stuff you got to do it and I am NOT I'm not anybody's like you know mom or dad I'm not gonna do it for you and I have a very less fair approach of I once had a once at a client this is a bunch of years ago that said what guarantee do I have that your stuff will work which my answer was none like I'm giving you a tool you can it's like a hammer you can use it broadly or narrowly you can build a table you can build a house it's the same tool you can use it for marketing your music completely revitalize your entire culture and even though I'm gonna sell you the most beautiful hammer I'm not gonna guarantee the instructional integrity of the house right it's your business you want to ignore all my stuff ignore it I don't care it's your and if your business collapses you know what happens to me nothing like I don't mean to be cold about it like of course I want the people I work with to do well but it's not mine it's theirs and I take no emotional responsibility for the decisions they make so yes there are many people that I've had the pleasure of working with some who worked for dysfunctional organizations that went on the hard journey of completely changing the way they lead and completely revitalizing their culture and it has great success it's not because of me it's because of them right at the same time there are many people who came in like what an amazing speech and did nothing you know thanks that was great you know and I don't it's of course it's gonna fail you know so I I think that we we have too much especially in the consulting world or the design world everybody's so paternalistic about it ein designers are famous for this right they get so personally offended when the client chooses the wrong thing through such minions don't they know we're trying to help them or who cares like it's their freaking business right that's what you find I've had that instead of arguing with somebody for them to the right choice which cuz we genuinely want to help them what I have found is if you push the accountability down to because when we argue we're taking accountability this is better this will help you we're taking responsibility accountability but if we say look we've been doing this a bunch of years we know more about design than you do I'm telling you for every reason that I can outline for you why this will help you more but if you don't want to do it that's fine it's your business do what you want the minute you switch the accountability and put it all on them amazingly they're much more open to your opinion because now they're responsible rule number 21 believe I just wish give ever taken I completely changed the course of my life and career when I discovered this thing called the Y I abandoned what I was doing and said I want to do that and people thought I was crazy they thought I went out of business but I was so I believed in it so much I as true caution into the wind I think Y has been the key my whole life to live why it's it's a little kid question that we grow out of here some reason rule number 22 develop mentorships here's what I've learned about mentorship mentorship is not something you ask somebody to do like will you be my friend it doesn't work like that when you find somebody you get along with you share values you share beliefs you spend time with them you get to know them you develop trust you take us you're vulnerable with them you open up to them and you discover that you become friends it's what happens you start off as simply acquaintances in my experience mentorship is exactly the same there were people who were much more experienced 'men me who had wisdom that I didn't have and I when I would call him they would take my calls and when I would ask them questions they would always take the time to give me answers and over the course of time they became my mentors like they became my friends and I remember one time I was with one of my mentors Ron brooder an amazing guy and I was leaving his house and I put my arm around him I said you know I'm glad you're my mentor and he looked at me and he said I'm glad you're mine and it caught me completely off-guard and true mentorship like true friendship is not a one-way street it's not about one person only giving advice the other both people are showing up to give and both people are showing up to learn but you kinda ask someone to be your mentor especially someone who's a total stranger knock on their door and say will you be my mentor if they don't know you you've never met them it's like friendship you cultivate a relationship and if that person is always there for you and wants to see you thrive and succeed and believes in you then perhaps they will become your mentor like making a friend rule number 23 put your why into action discovering your Y is just the beginning in order to enjoy all the benefits of having a clearly articulated Y you'll need to have the courage and discipline to use it like Thomas Edison said vision with that execution is hallucination there is an ideal order of implementing your why though sometimes reality does get in the way and it all starts with you our natural tendency is to start with the tangible we define our value by what we do so it takes practice to start with why like riding a bicycle at first we're unsure unsteady we're in our heads thinking about all the things we need to do pedal fast keep enough speed so we don't fall over we have to really concentrate we may even fall over even scrape our knees but we get back on the bike and try again and eventually it becomes natural starting with Y is no different at first it feels awkward it may not even work but with practice it will become so natural that you won't even be able to imagine a time when you couldn't do it just like riding a bicycle in time your Y will act as a filter for many of the decisions and choices you make it becomes a tool to help you find a job or seize an opportunity in which you're more likely to succeed it removes a lot of the guessing here's a metaphor to show you what I mean it's called the celery test we're constantly asking people for their advice on what to do or how to do it it's like going to a dinner party and somebody says do you know what you need you need M&Ms we've done so well with M&Ms you've got to use M&Ms somebody else says to us rice milk in this economy you have to use rice milk someone else says to us Kit Kats you have to use Kit Kats and somebody else says to you it's all about celery we go to the supermarket with all this good advice from all these smart people with brilliant case studies and we buy everything we buy Kit Kats and M&Ms celery and rice milk there's a lot of time we spend at the supermarket and a lot of money we spend at the supermarket and when we get to the checkout lane we're standing there with all these products in our hands and no one can see what we believe because we bought everything but let's imagine we know our why let's imagine our wise to always be healthy and only do things that protect the health of our bodies now which products do we buy given all the same advice from all the same smart people this time we only buy celery and we only buy rice milk they're the only two that makes sense we spend less time and less money at the supermarket and when we're standing there in line with only celery in only rice milk now people can see what we believe somebody walking past can say hey I can see that you're healthy so am I you just attracted an opportunity or a referral or a friend simply by saying and doing the things that you believe and the best part is it's scalable as soon as I said the Y you knew exactly which products we were going to buy this means the more you can articulate your why the more others will know what you stand for and will be able to help you make the right decisions from now on you will work to ensure everything you do is a good fit if you do too many things that aren't a good fit you'll feel uncomfortable and people will feel that you're being inauthentic on the other hand when you start with Y your ability to stand out find support and work to all your natural strengths will flourish with practice you will learn to trust your Y you will eventually start to see your job and the things you do as ways to breathe life into your cause and the better you get at it the more you will feel that your life and everything you do purpose the best way to implement your why is to work in it slowly you don't have to do all the tips we suggest what is important is that you pick up 2/3 and commit to practicing and using them now rule number 24 be courageous what good leaders have in common they have the courage to do the right thing they're people of high character and high integrity but for me the big one is courage it's it's very hard to be a leader it's hard to speak truth to power very often you might be the one that gets in trouble or lose your job it's hard to do the right thing it's much easier to do the expedient thing and and it's also a huge undertaking to be a leader every every moment of every day it's kind of like being a parent rule number 25 interpret nervousness as excitement I was watching the Olympics this last summer olympics and I was amazed at how bad the questions were that the reporters would ask all the athletes and almost always they asked the same question whether they were about to compete or after they competed were you nervous right and to a tee all the athletes went no right and what I realized is it's not that they're not nervous it's their interpretation of what's happening in their bodies I mean what it what happens when you're nervous right your heart rate starts to go your you know you sort of get a little tense you get a little sweaty right you have expectation of what's coming and we interpreted that is I'm nervous now what's the interpretation of excited your heart rate starts to go you become you're anticipating what's coming right you get a little sort of like tense it's all the same thing it's the same stimuli except these athletes these these Olympic quality athletes have learned to interpret the stimuli that the rest of us would say is nervous as excited they all say the same thing no I'm not nervous I'm excited and so I've actually practiced it just to tell myself when I start to get nervous that this is excitement you know and so where when you used to be speaking for the large audience and somebody'd say how do you feel you say a little nervous now when somebody says how do you feel like really excited actually and it it came from just sort of telling myself no this is excitement and it becomes a little bit automatic later on but it's kind of a remarkable thing to deal with pressure by interpreting what your body is experiencing as excitement rather than nerves and it's really kind of effective it makes you want to rush for is rather than pull back and yet it's the same experience rule number 26 have grand visions vision here's the here's the thing that's always boggled my mind right why is it unbalanced unbalanced not always but unbalanced why is it that small companies tend to be more innovative than big companies right small companies that are under-resourced you can't necessarily get the best and brightest they're gonna go to business any day and yet there's they come up with brilliant ideas and big companies full of resources full of amazing people by the little companies that come up with the good ideas that's usually how big companies innovate they buy the smaller ones right why is that why is it that the most resource companies tend not and I think it's a question of reality and what I mean by that is small companies their vision is is more distant than their grasp right they have delusions of grandeur we're gonna change the world change industries reinvent this reinvent that we have no money and no people but so what my point is is the grasp is shorter than the vision and I think what happens is as companies get bigger and bigger and bigger with more and more resources what they start to do is one of two things either their grip their visions become well within their grasp and they don't Riaan or they actually bring the vision back to put within their grasp s' right make things very achievable difficult but achievable for vision to truly be vision it should feel unachievable when a small business gets together and says here's our vision everybody goes like this do that in big businesses really see you as a vision maybe goes all right ya got it we'll do a back plan and I I firmly believe that innovation is born out of the struggle innovation is born out of the the resourcefulness that you are forced to figure out because literally the vision is way beyond your grasp regardless have many resources you have it should always feel overwhelming and impossible take a group of people with tons of resources to give them a vision they're gonna go okay rule number 27 serve others so how do you define success I think successes is is seeing those around you work to their natural best and creating momentum for a vision towards a vision that will last beyond yourself so a guy is driving a bus for 20 years got to retire he's on Madison Avenue in New York packed every day as people getting on that bus and getting off mm-hmm his two kids wife lives in Queens hmm he might call himself successful another guy might be vice president of that company who calls off unsuccessful so his success what you make of it so it's so this success is defined its success is a feeling it's not it's not a series of checkmarks and goals I think people define success as as finish lines you know they well I ran a marathon I'm successful the question is a why did you run the marathon and what happens after you've completed the marathon do you just keep running marathons what happens if you break your leg and you can no longer run marathons you know we said a lot of people set financial goals I'm successful when I make my first million okay now I have to make my second million its success as a feeling and and it's the feeling of contribution so your bus driver in Queens if he has decided that his job as a bus driver is to ensure that everyone who gets on his bus feels better about themselves because they got on his bus and not another bus and so he greets them with a smile he says good morning he says good bye that people will remember that that that that ride that they took with him versus the this vice president of the company who's made it about himself and his financial goals he's the one who's unhappy as opposed to seeing those around him succeed and those around him go home with a love of their their day you know because they come to work in his company every day so I still believe success and and good leadership are about service to others rule number two learn to communicate your why what you'll find is that that the better you are at communicating your why people will want to work for you regardless of the opportunity that you afford them like they want to be a part of it yeah we do a little thing which we've been doing for years and years and years called a give and take whenever there's any kind of relationship whether it's a an outside partnership or even somebody who joins our team we do something called a give-and-take where we want somebody to be selfish and selfless within the relationship so not give and get but give and take so we'll ask them what is it that you have to give to us that you have that you think that we need right and they'll tell us and then we'll say great what is it that you selfishly want from us and we want them to tell us what they can get from us and that's so many when those when those things match you have a balanced relationship because what so example I've had it with people will you know they'll tell me what they what they have to offer and that's awesome because that's what I want and then they'll say what they have what they want to take and they go oh I want to work with smart people I'm like plenty of smart people what is it you want to take from me they're like I want to help build something wonderful do that anywhere what do you want to take selfishly from me that you can get into and if they can't answer the question I won't engage in a relationship and the reason is because in time the relationship is unbalanced they're gonna be giving but they're not taking and I don't even know how to give them what they want then they'll complain that I'm making enough money or that because it's not balanced that's right rule number 29 play the infinite game the game of business is an infinite game right it bays all the rules there are known and unknown players you don't know all the competitors necessarily in one industry to another the rules are changeable we haven't all agreed what the rules are and there is no winning the game of business right the game just perpetuates in fact the game of business has existed longer than every single company on the planet today and it will outlast every single coming up company on the planet today if you look at the Dow index of 30 something odd companies that make up the down index something like 70 or 80 percent of those companies are 35 years or younger right so it gets me thinking if you listen to the language that companies use they don't know what game they're in they talk about being number one talk about beating their competition based on what agreed upon criteria based on what agreed-upon timeframe is that market share is a profits is it revenues square footage number of employees over what one month five months six months a year five years ten years the life of the company I haven't agreed to those rules and so companies can arbitrarily declare themselves number one and anything they want if they set the standards in the timeframes and the only reason we do these things on annualized basis we tend you we tend to compare ourselves to other organizations annually is only because we pay taxes annually if we pay taxes every eighteen months that would be sort of the standard but again we still haven't agreed what the metrics are to be number one that means the companies that are playing the infinite game are playing against most of the others who playing the finite game means those finite companies find themselves in quagmire almost every single bankruptcy not almost everything every single bankruptcy is a company that's run out of the will or the resources to play they drop out of the game the game will persist another company will fill their space it's not like it's not like the business stops of the industry ends and the companies that are playing the infinite game will frustrate those finite players which I absolutely adore so I spoke at an education summit for Microsoft I also spoke in an education summit for Apple now I would say about 70 to 80 percent of the executives at Microsoft spent about 70 to 80 percent of their powerpoints talking about how to beat Apple at the Apple Summit a hundred percent of the executives spent a hundred percent of their presentations talking about how to help teachers teach and how to help students learn one was obsessed with their journey with their vision with their cause the other one was obsessed with their competition guess who's stuck in quagmire guess who's frustrated by their competition rule number thirty tell great stories so I'll tell you another story it's a personal story it's not one that I share very often and it profoundly changed the course of my life in August of 2011 I had the opportunity to visit Afghanistan with the United States Air Force I had done some work with the mobility forces these the people that fly the tankers and the cargo planes and Air Force One all the big planes and the general said to me Simon you've gotten to know us quite well it would mean a lot to me if you would go to either Iraq or Afghanistan to see our men and women perform their mission would you be willing to go so I said yes they picked Afghanistan now I didn't tell my parents where I was going because I didn't want them to worry I told them I was going away with the Air Force true I told them I was going to be out of touch for a while because I was gonna be on a lot of planes true I told them I was going to Germany true I just didn't tell them from Germany I was going to Afghanistan and I had no responsibility I was simply going as an observer I had two officers who were assigned to be my escorts and we met basically for the first time at Penn Station in Philadelphia where we drove to Dover Air Force Base where we would leave for Germany we took a big c5 cargo plane in Germany we changed planes and we got on a kc-135 tanker built in 1956 I was on a plane built in 1956 where we flew to Bagram we landed in the middle of the night we touched down and the big door in the side of the plane had opened but we hadn't gotten off the plane yet we'd been on the we'd been on the ground for maybe ten minutes and the base came under rocket attack three rockets hit a hundred yards off our nose this is how my trip began now if you've ever been in a war zone for those of you in the room who have ever been in a war zone you have you know this you have all the feelings you're supposed to have you just don't have them at the right times weirdly I was incredibly relaxed and maybe that's because the people I was with were incredibly relaxed and I felt safe we revenged the panic came later we're eventually given the all-clear and we went to our housing now the purpose of being in Afghanistan we were gonna be in the country for up to 30 hours and the goal was to witness an airdrop mission they're not regularly scheduled so we had to find out if there was one as soon as we got there and it turns out there was one first thing in the morning so we got about two and a half hours three hours of sleep and we went and gone on this airdrop mission which was incredible we sat in the back of a c-17 we flew about an hour and a half two hours out to the middle of nowhere Afghanistan the plane dropped down to about 2,000 feet the back door opened and we sat there and watched as cargo flew at the back so we could resupply an army Forward Operating Base it was an amazing amazing experience we then flew back to Bagram and the goal was to come back home there's no regularly scheduled flight so we have to sort of find out what flights we can get on it's always up to the discretion of the pilots we found a flight that was leaving shortly after we got back and so we asked the pilots and they said absolutely we can join their flight and we waited and waited and waited and waited in a way that didn't waited and eventually we got on the plane we were all strapped in literally five minutes from leaving and the pilot walked up to us and said I'm sorry we need to bump you guys we need to make more room for stretchers it was carrying wounded warriors out of out of theatres and they needed our space if there's ever a good reason to get bumped off a plane this was it so we got off the plane and we went to look for another flight and that's when we found out there were no other flights until Tuesday and this was only Saturday I was gonna get stuck in Afghanistan for at least four days maybe longer because we don't know what we're gonna get on on Tuesday and I have no way of telling my parents they're not gonna hear from me on the date that I told them that I would get home immediately every fiber of my being sank and I remember becoming completely panicked and completely preoccupied with one thing my happiness my safety and my comfort and I didn't care who had to go out of their way to get me what I wanted I remember there was a public affairs officer who said I can get you to Kyrgyzstan but you don't have the right visa and I looked at him and I said you get me on that plane I don't talk to people like that and I could see myself becoming this person that I hated some of us in the room have worked for somebody in our careers who wants the next promotion and they don't care that they have to tie our turn our lives upside down so they can get what they want I was becoming that person we went back to our housing and I lay down on the bed and closed my eyes my mind was racing I was convinced that there'd be another rocket attack on the base I was convinced that I was gonna get hit I was convinced that my parents were gonna find out that I was in Afghanistan when an armed an Air Force officer knocks on the door I was convinced paranoia fear everything that you can imagine swept over me one of the officers that I was traveling with said I'm gonna see if I can get us on another flight and he left the room the other officer thinking I was asleep just because my eyes were closed said well I'm gonna go to the gym then and he walked out and turned off the lights for me I couldn't sleep my mind was racing all I wanted to do was get out of there I regret it saying yes I regretted being there I didn't want to be there I'm in the purpose business I write and talk about this sense of why and sense of purpose in our lives so I started to remind myself Simon you need a purpose you don't have a purpose you need a purpose I started inventing one you're here to tell their story it worked for like a few minutes and then it would slide back into my fear and panic again and I realized what was happening to me is I was living the equivalent of an unfulfilled life compressed into 24 hours I had an amazing day I got to see something that most people will never get to see in their entire lives except I didn't want to wake up and do it again the next day and I think many of us do the same thing we can we confuse moments of happiness with joy and fulfillment we confuse winning a piece of business getting a promotion getting an award getting recognition doing well on a test with actual deep fulfillment those experiences are wonderful but happiness is fleeting there's not a single person in this room absolutely zero who's walking around with an amazing sense of accomplishment for that test that you aced a year ago that feeling is gone fulfillment is something entirely different it's something you carry with you on a daily basis whether you're enjoying the day or not it's like loving your family you may not like your family every day but you love your family every day one is fleeting the other is lasting and this is what was happening to me I'd realize that I had this amazing day and I was confusing happiness and fulfillment and so I gave up I lay in that bed paranoid scared and depressed and I literally gave up I decided that if I was gonna get stuck here I might as well make myself useful and so I decided I was gonna volunteer I would speak anywhere they wanted me to speak I would carry boxes and sweep floors all I wanted to do was serve some of those amazing people that I'd met on this trip I wanted to serve those who served others and instantly this incredible calm came over me I was even excited this is what fulfilment means it's not the fleeting Joy's that we may experience it's not the accomplishments that we achieve it's the opportunity to serve those who serve others and upon making this realization I had nothing but joy and calm and excitement and peace it was like a movie the timing was uncanny upon making this amazing realization the door flung open and it was major Throckmorton he said I got us on a flight that's been a flight that's being redirected but we have to go now we have to go now we don't leave now they're gonna leave without us where's Matt I said he's at the gym so he ran to the gym we got him off the treadmill we ran back no time to shower he put his uniform back on we grabbed all our stuff and we ran out to the flight line when we got out to the flight line we could see the plane we were gonna go we were gonna take home see big c-17 it was sitting right out there on the tarmac and as soon as we got there a security cordon came down they wouldn't let us out to the plane because somewhere else on base they were having a fallen soldier ceremony and out of respect when they have the fallen soldiers ceremony everything stops oh and so say we we sat on the curb and waited and I told the guys what I had gone through in the bed just moments ago and I cried like a baby and this is one of the things a lot of people don't realize about the military crying is just fine those guys kept me safe not just physically they made me feel safe and I felt totally comfortable telling them what I was going through and how I felt eventually the security cordon came up and they led us out to the plane we would be the only three passengers aboard this plane other than the crew what I didn't tell you is the reason the flight was redirected is because we would be carrying home the fallen soldier for whom they just had the ceremony the army brought the flag draped casket a bun on board all the Air Force crew stood in a line at perfect attention I'm a civilian I put my hand on my heart I felt kind of stupid so I stood at attention with the Air Force crew as the army laid the casket in the middle of the aircraft they all did a very slow eight count salute they marched off the plane and we watched them hugging and crying as they walked away the crew got to work strapping this precious cargo down we then had a nine and a half hour overnight flight back to Germany where I slept right next to this casket on every other plane I went on we talked we joked barely a word was spoken in nearly 10 hours on every other flight I visited the cockpit and hung out with the crew I didn't visit the cockpit once and I will tell you was one of the greatest honors of my life having just gone through this incredibly strange experience on the ground I had the honor of bringing home somebody who understands service much deeper than I will ever understand it serve those who serve others and you will live a life of joy and fulfillment rule number 31 live your life on purpose I was living in London and attending law school I was becoming disillusioned with the law I happen to be dating a girl who was in advertising she said you might like advertising and boom I have a career in marketing like I fell into it so many of us fall into our careers and fall into our jobs and even if we do pursue something we want to do sometimes it takes diversions right this is this is what I mean by living our lives by accident which is we largely leave the direction of our careers and sometimes even our own happiness to others our bosses you know all of that thing so what it means to live your life on purpose means you understand the direction you're heading but you remain agnostic as to the route most people try very very hard to plan the route in other words what's your plan people say well first I'm gonna work here for three years then I'm gonna quit and I'm gonna do this and then for four years and I got the route plan and the question is where are you going right and that to me is what it means to have purpose it means to have destination right it's like waking up in the morning and saying I'm going on holidays missus or where you going said I'm going on vacation I told you you're like where are you going vacation right as well how are you gonna get there like well I'm taking route 95 so you've got the route planned but you have no destination and you see this in companies all the time you know why does your company exist growth great why are you growing why do you need to grow what does growth mean because we're company we have to grow and so they figure out all of these paths for growth but they don't know where they're going I would rather someone wake up in the morning and say California I'm trying to get to California and I don't care what route I take I'm gonna start down route 95 and if I find a better route I'm gonna take it if there's traffic on route 95 I'm gonna take a a side road so this is what happened in my career people kept telling me that I was unfocused because I kept taking side roads I wasn't unfocused I was going around obstacles so that's what it means to live a life of purpose it means I live every single day of my life trying to get to an end point in my case to create a world in which the vast majority of people wake up every single morning inspired to go to work feel safe when they're there and return home at the end of the day fulfilled by the work that they do that is the destination I'm trying to reach I don't know how I'm gonna get there but I'm gonna try every path I can to get there highly highly focused that's what it means to live a life on purpose we're often given this advice like do what you love yeah like what am I supposed to do it yes like let's find your passion like thank you like great what I like I don't know what to do tomorrow for me passion is the result of something right so if you work hard for something you don't believe in that's called stress and if you work for so hard for something you do believe in that's called passion so it's finding the belief it's finding the cause it's finding the purpose and the passion then shows up so it's not about doing something with passion and then finding the cause it's finding the cause starting with why and then the passion is what is what results rule number 32 be a courageous leader number two it's embarrassing this has to be on the list courageous leadership courageous leaders are the ones who are willing to sacrifice the short term in order to advance the long term courageous leaders are the ones who are willing to say no to the money because it's coming from a dirty source and rather say yes even though they know they'll have to tighten the belt in the short term because it's the right thing to do having a Just Cause if we don't actually follow the just cause we don't actually make decisions through the lens of the just cause is just marketing it's just marketing I'll give you my favorite example right the IOC the International Olympic Committee they have a mission statement what they believe is their just cause which is to inva advance the world make the world a better place through sport but for the fact that they're all corrupt it's a great idea my point is is you actually have to have leadership that desperately profoundly believes in the cause and will make decisions to advance that cause they would sooner sacrifice their own personal interests to take care of their people they would never sacrifice their people to protect their own interests it's called leadership it's called leadership we confuse rank and leadership rank has nothing to do with leadership I know many people who sit at the highest levels of organizations who are not leaders they have authority and we do as they tell us because they have authority over us but we would not follow them and yet I know many people who sit at lower ranks who have no authority and yet they have made a choice the choice to look after the person to the left of them and the choice look after the person to the right of them and we would trust them and follow them anywhere leadership is the acceptance of the awesome responsibility to create an environment in which people can work at their natural best rule number 33 talk about your beliefs I went to see a play with a friend of mine who is an actor and the play was awful I mean a train wreck the script was awful the directing was awful I mean it was an absolute train wreck the question you asked was about collaboration right should any of those actors have taken the part now of course if you're gonna take a part because you need an extra cash a little extra cash or you want to get a Lex tractus then you have to do so I think knowing I'm doing this for the money or I'm doing this just to keep keep my skills sharp but I'm under no illusion that this is something that I connect with but I'm gonna do the best that I can and then don't lie to yourself you know the other problems don't do that too often because that'll just destroy any passion that you have for your medium right and I think and we've talked about this which is which is any artist any person but especially artists have to know their y-you have to know why you're showing up in the first place and you have to be able to talk about it because if you talk about it things happen people go I like you right now you may not get the part but you're more likely to find people who want to work with you even if you're not the most talented one who auditioned this is my career by the way right when I learned to talk about what I believed I didn't talk about the things I've done I didn't talk about the parts I've had or the shows I've been in or who trained me or the schools I went to resume resume resume I started I learned to talk about what I believed and some people thought it was cheesy they didn't call me back good and some people went that's great and I was not the most talented not the most experienced not the best at my field but because they stood for or believed in what I stood for they wanted to work with me they would rather work with someone who understood them who got them more than somebody who would just take orders and do exactly what they wanted regardless of facility rule number 34 get help there's a paradox being a human being unfortunately at all times every moment of every day we are both individuals and members of groups right we are both responsible for ourselves and our happiness and our joy but at the same time we're members of families or members of churches or members of teams were members of companies like we're members of multiple groups every single day every moment and this produces some complications we have to make decisions so do we put ourself first or do we put the group first and there's a debate some people say oh you have to take care of yourself before you can take care of the group and some say no no you take care of the group and that's what helps they will take care of you and the answer is yes it's not one or the other it's actually both simultaneously it is a challenge but at the end of the day there's no getting around it as social animals our success our happiness our joy our ability to get anything done requires help and those who embrace the fact that they cannot do everything alone that they need the support and love and it doesn't mean somebody who's physically helping you live something sometimes it might be someone who just believes in you these things are essential and there's just no getting around it rule number 35 have a worthy rival the next part is a worthy rival now I said before that the only true competitor in an infinite game is yourself this is true what your competition does is it helps reveal to you your weaknesses admire the others in your organization not to beat them there's no such thing not to be number one there's no such thing but if somebody else is better than you at something that means you have to go work harder yourself it's like running in a race if you're driven to be number one if you're driven to make the most money if you're driven to show up in some arbitrary ranking that you don't even have a say in that's like tripping the the next runner you will win the race but you're still a slow runner rather fall behind this year and then you work and work and work because ultimately the goal is not to be number one this year the goal is to create an organization that will outlast every single one of you this is about building strong foundations this is about looking long term and the short term money is simply fuel to to make the car go we don't own cars to buy more fuel we own cars to go somewhere it's the same thing in an organization your organization exists to advance something the money is simply there to make it go and I fear that what has happened in the university system is similar to what I'm seeing in business it's similar to what I'm seeing in politics it's similar to what I'm seeing in hospitals which is an over the sense of excessive pressure to bring money in at the expense of something else there's an excessive amount of short-termism and massive amounts of rationalizing this is just the game we just have to do it if we don't somebody else will the obsession with getting grants meaning you're hiring people who are more likely to help you get a grant even though they're teaching things that we don't necessarily even need or want that's called short-termism rule number 36 focus on positive thinking these people will always complain that why can't I ever get that and these people complain I can never get a job you're gonna be stressed no matter what focus on the thing that you're getting because that's the choice you made right I dress much rather you focus on the thing you you-you-you're you were pursuing relative thing you're missing and so this idea of affirmative thinking positive thinking is essential for all people but I think it's especially essential for artists and there's a very very simple biological reason for it which is the human brain cannot comprehend the negative it is incapable yes it's true I'll give you an example okay no no I'll give you an example you don't have to believe me I'll prove it I'll prove it okay the human brain cannot comprehend the negative you ready don't think of an elephant you can't you can't tell the human brain not to do something right and so what happens is we very often reinforce things when we put things in the negative right I can't get apart I can't get apart I can't get apart right or I can't do this versus I'm gonna keep doing this I'm gonna keep doing this I'm gonna keep doing this right and and it's such a huge thing to convert things into the affirmative you're supposed to do with children as well we're supposed to say instead of saying to children don't eat on the couch we're supposed to say eat at the table right we tell people what we want them to do not what them what we don't want to do pilots know this right it is well known in the pilot community that when you tell a pilot don't hit the obstacle they'll hit the obstacle because what they're doing is focusing on the obstacle rule number 37 do something new I went to this event and just by sheer coincidence at the dinner I'm sitting next to dawn and Sam gold worm who run this company called 1229 and that's exactly what they do dawn is a master knows who used to work for Cody the perfume company so you should produce all the famous perfumes that we all know and they want us to start their own company where they design custom cents for brands but the way to think about this is beyond sort of verbena and patchouli the way don't explain that to me is there are seven notes on the musical scale and you can play chopsticks or you can play a Beethoven symphony it's the same seven notes it's what you do with it and she does the same thing with smell which is you can have simple smells or you can have highly complex ornate orchestras a symphony in strata and so they sat down with me and took me through a fantastic process and they produced the smell of optimism and it's the most beautiful thing and the idea was born out of the fact that I'm sitting next out of this event and I turned them and said have you ever scented a book has that ever been done before and they said no it's never been done I said well we should really do that and so of course my publisher was not excited to hear about that but but it's the first time that I know that a book has ever been scented in this way so it is a scented book the smell of optimism is what you start with and it sets you on your journey to enjoy the rest of the book rule number 38 have a just cause I'll ask you a very simple question why does your organization exist we don't need you clearly there's plenty of competition clearly people have plenty of choices even the things that you may specialize in there are others that do a reasonably good job they might even be better than you in some areas so why do you exist providing education is table stakes everybody here does that you can't rely on that that's why the industry exists not why your organization exists that's like when I talk to health care companies and say why does your organization exist and they say to help people be more healthy like no kidding thank you but I know that the culture of one organization is different than the culture of another organization there are cultural norms that wrap around the sense of purpose cause or belief great organizations understand they're just cause they caused so just that people would be willing to sacrifice to see the advancement of that cause sacrifice comes in many forms it meat might mean working longer hours giving you my best ideas turning down a better job that offers me more money to stay here because I believe in what you're doing and I want to see that at versed one of my favorite examples of a Just Cause is the Declaration of Independence our founding fathers declared literally wrote down they declared why we needed our own country all men are created equal endowed with these unalienable rights amongst which include life liberty and the pursuit of happiness they were never against written the whole point is not to be against something but to stand for something Britain was simply standing in the way of them advancing their cause and though they won independence there are always finite games within the infinite game though they won independence that didn't mean that they had now provided all men are equal now the real heavy lifting began now let's be crystal clear and they said all men are equal what they meant was white Protestant men let's be crystal clear but even early on during the Revolutionary War George Washington understood how limiting that was and he realized that they had to have a broader definition so he included Catholics he banned any organizing against Catholics in his armies and he would regularly attend Mass to send the right message sometime later we abolish slavery and the 14th amendment sometime later we had women's suffrage some time later we had Civil Rights Act some time later we implement gay rights and you can see that we are striving to provide this thing called all men are equal people are equal and though we will never actually get there we will die trying and the obstacles may always be different and what a Just Cause is it is a vision of the future that does not yet exist and you will commit all of your energies to advance that vision of the world that you have and the people you want to attract both those who work there those who teach there and both those who come to learn there believe in your vision of the future so much so that they may turn down a better offer of sons from someone else because they want to be around people who are committed to building this world that does not yet exist and every single single one of these organizations that you run and represent can have different visions or overlapping visions of the world but you must be clear what your Just Cause is what you stand for otherwise the only thing I have to judge you on is superficial things it's like dating right it's like dating if somebody tells me what they stand for who they are they talking about their character and those are the people we want to spend the rest of our lives with if we do not have any sense of who they are what they stand for with their purpose what their cause what their beliefs are what their values are the only thing we have to judge them on is how much money they make and how good-looking they are rule number 39 stand out from others I'm a huge modern dance lover like that's the thing I love and I don't go to the Joyce anymore because everything that they have on their stage is good it's good everything is safe to me they put things on their stage that that's good they sell tickets nothing's bad and nothing's great it's all good I don't go anymore I go to BAM a lot I have seen things that have profoundly changed my view of the world and I have walked out of more things at BAM literally I'm like I'm done and my friends like you can't I'm like we can I have walked outs out of so many things at BAM and yet I continued to go and continue to go and I continue to go because I know what they stand for that's my preference I'm not saying it's right or wrong I'm saying that's my preference that I would rather take the risk of walking out knowing that I might get moved in a way that I've never experienced before more than just go and have a nice night out and see something that I know is good right and I think that goes for our careers as well you know which is if you choose to be the kind of artist that stands for something that you want to be yourself and bring yourself into everything that you do you will get fewer parts you will the parts you get will move you in a way that most artists will not get moved or you can bend and manipulate yourself a little bit and sort of be a little bit more of what they want and play their role and even though you don't really buy into it it's a part and I want to be an actor I want to be a performer I'm gonna I'm gonna do what they want you will absolutely get more parts without a doubt you will met you will can arguably have a better career but will you'll be profoundly moved as an artist the odds are lower it's not I kind of say never it's just the odds are lower it's not better or worse it is simply the decision on how you choose to manage or lead your own career both are acceptable right one means you get to use your facility a lot one means you get to work a lot one means you might be able to do only your art and actually make a living one means that you're going to be meeting a lot of people and the odds are that you will connect with somebody at some point or you choose this route which is much more difficult and is fraught with much more risk and much more struggle but you become known for the thing that you are rule number 40 be a problem-solver I think the word entrepreneur is bandied about too loosely hmm that not everyone who owns a small business as an entrepreneur there are small business owners and they're entrepreneurs let's know it's pretty and you can find entrepreneurs in big companies it doesn't means that their small business owners right I think entrepreneurs are problem solvers I think rather than risk takers yeah I think fundamentally there are plenty of risk takers I think entrepreneur there's a risk taker of your small business owner right you went out to start the business but they're not the same I don't think and entrepreneurs are those ones who they're constantly looking to solve problems and that's where I think they perceive opportunity or the mischief that you describe I don't think it's I don't think inherently it's a sense of mischief they're not trying to stir the pot for the sake of stirring the pot I think that they see something and they're like we can make that better or we can fill that hole and that's very much the way the famous entrepreneurs the Elon Musk's and the Richard Branson's operate they see gaps they see things that don't work as their jobs as did jobs they see things that could be better or they I mean Elon Musk was just interviewed by Chris Anderson at Ted last week and Chris Anderson and sort of near the end of the interview its online go watch it it's really great Chris Anderson asks Elon Musk's something to the effect of why why are you doing all these things like why don't just stick with test and be done with it like why do all the other stuff and you look at and musk you can see this look on his face and he takes a long time to answer he actually doesn't understand the question he cannot understand why you wouldn't do that and he sort of gets emphatic which Milla musk is pretty amazing because he doesn't get him Phatak but that's basically what it is he gets him fat again says cuz I want to live in a world that's better than this two words to that effect you know where I'm not where the world that we're living right now makes us unhappy why don't we want to live in a world that makes us happy you know he gets sort of he can't understand and again its vision first and that's why he doesn't understand why you wouldn't try and solve problems rule number 41 don't obsess with competition companies obsess about their competitors which is fine tactically which is fine for short-term but long-term most companies aren't brought down by the competition they know about they brought down by the competition they don't know about some new emerging technology you know do you think the music business was paying attention to the computer business at all of course not they were paying attention to other music companies you know MySpace wasn't focused on friends to Facebook they don't email Facebook existed but it's Facebook that brought them down or significantly hurt their business right in other words if you don't even know who your competitors are what's the point of fixating and making all of your business decisions based on competitors all we're doing is reacting reacting reacting this is why purpose matters it gives us a North Star yes we have to concern ourselves with our competition from a tactical and short-term point of view but to make long-term strategic decisions based on a competitive set that we don't even know it's complete based on technology that we don't even know it's it's completely fully baked it's madness it's absolutely madness right so you want to fixate on the on the on the path rule number 42 follow your vision not the trends what the leaders of which so many gathered here today what the leaders need to do to understand the trends in their industry better because it's very easy to say this is where this business or this is where this competition is going it's actually that's what everyone else is doing so how can you get ahead of a trend in the way that Steve Jobs was able to look at where the puck is going so trend data is very dangerous because all it does is report a try doesn't report of it's positive or negative and everyone else has got it and everybody else has got it so for example you know kids these days are all using apps to do everything we should make more apps but nobody says it's healthy right in the 1980's you needed to do cocaine to get through the business day you know does that that's a trend that's a trend you know cocaine usage was up in the 1980s in businesses it what if you work in investment bank you know I was I was I was definitely not doing that so the point is the point is it the point is it's a trend yeah that doesn't mean we should invest in it right so trend data is I think the way people rush towards a trend because they think that's where the market is going is very dangerous because it's incredibly unstable information but you have to as a leader anticipate where your market is going and make three or five-year plans and the way you do it is with vision right so for some reason somebody keeps telling me that I just might publish this at this to me that I'm good at understanding the zeitgeist and he's wrong I have no clue about what people are thinking all I know is where I want to go that's it as I said before I have a vision of a world in which the vast majority of people wake up every single morning inspired to go to work feel safe when they're there and returned home fulfilled at the end of the day so I can make certain guesses and predictions about things I have to do to get their real number 43b willing to ask for help the biggest lesson I learned was thank goodness I learned it pretty early on which is and I think a lot of business owners make this mistake which is because I was the boss you know in my own mind yeah I thought I had to know all the answers and if I didn't I thought I had to pretend that I did and that's stupid and what I learned is that just because I may have the the top position in the hierarchy I I'm not expected to know everything and if I pretend to know everything it diminishes the value of all the great ideas and the great intelligence around me and when things got difficult I would never admit it right I would just put on a brave face and show up every day and and the the the biggest lesson I learned was to say I don't know I don't understand or I need help at any level about any subject yeah and amazingly I was always surrounded by people who wanted a help or who knew answers but they never offered to help or offer the answers because they didn't think I needed it because I kept pretending that I knew it all right not to mention the fact that nobody likes a know-it-all so that was huge for me and when I was willing to ask for help and to accept it when it was offered and and sort of accept the humility of the fact that other people know a lot more about a lot of things than I know uh-huh I know one thing you know and they know lots of things that's when things really started to move because we were now a team like we were actually working together rule number 44 focus on the positives I see a lot of questions here around dealing with the negative team when dealing with the team where we feel people may not have the right intentions or the right motives how do I do people work with that the videos lost yeah it happens and the answer is don't worry about it like we can't obsess about the ones that are doing something wrong we obsess about the ones that are doing something right instead of criticizing the ones that are netted negatives we want to build up and compliment the ones that are positive because when that's the reward structure which is finding and identifying and rewarding good then everybody wants to be rewarded and recognized and so eventually the behavior comes in as opposed to criticizing wrong nobody must be criticized and all it does doesn't make us people back away and afraid so the point is ignore the negativity and focus on the positivity and start obsessing about the people that are doing something right I learned this lesson the hard way I wrote a blog and we had somebody write in with a very aggressive sort of note to me and sort of saying I'm a hypocrite in all of this stuff and my team got together and we discussed our response and somebody wrote back and he Rebecca a very nice response back we thought okay how do we react to this and I eventually got on the phone with him and tried to talk with him and I talked him off the shelf and talking about the wall you know I was okay and about six months later I wrote another blog and he wrote in others and we got together and it occurred to us we were spending all of this time with one negative person and we were ignoring all of the people who wrote in compliments and were supporting our work and so he literally made a decision that day that when we got results like that we wouldn't care and that if we were going to invest any time of our people it was gonna be to say thank you to the people who were helping us and helping compliment us and helping advance the message and so we don't I personally don't respond to those at all anymore ever but I regularly call people up to say thank you for helping advance the cause and it feels nicer and this time better spent and we're not wasting time of it anyway so yeah focus on the positive rule number 45 empower individuals so with Steve Jobs playing the finite game because he was crushing the competition or was he playing the infinite game because he just did his own thing so Jobs had a very clear vision and it was to give the individual the power to stand up to Big Brother he was at his heart a rebel he grew up in Northern California during the Vietnam War which is the where the beginning of the anti-establishment revolution sort of started him yeah and that was his childhood and so he really he really stood for the individual standing up to to the man he had a big spiritual side who's a yeah and if you look at the decisions he made he made decisions like this here and decisions through his vision before he got to the interests right so there's a very famous story of when he went to Xerox PARC do you know this one so jobs they just come up for the success of the Apple one and the Apple two it's already a big company he's already well known it's a it's he's already the darling of business and their next big push is gonna be into a technology they called the Lisa that was their next computer that they were gonna launch and just as executives do they visit each other's companies and jobs in a few of his colleagues went to visit Xerox PARC and Xerox showed them a new technology that they had invented called the graphic user interface right now remember Jobs believed in the individual standing up to Big Brother so the reason they made their computers beautiful was not arbitrary it's because if you had them if they were pretty looking you put them in the living room if they're ugly you put them in the basement and you're more likely to use something that's in the living room than if it's in the basement right the reason you make them simple is because more people can then use them and so when he saw this thing called the graphic user interface he thought this is a better technology it's a leapfrog to make it easier for more individuals to access the power of the personal computer then what we have in the Lisa so that's an infinite game because he's thinking about what's right for the long term rather than was comfort and as they left direct part job says we have to invest in this and his colleague said we're crazy we've invested millions of dollars millions of man-hours already in Lisa if we do this if we invest in this we're gonna blow up our own company to which jobs replied better we should blow it up than someone else that decision became the Mac the Macintosh that decision was the Macintosh of which remember Windows is an interface designed to copy the Macintosh in other words he completely changed the way computers work to the point where now any individual can easily use a computer and he always made decisions that way he made decisions always empowering the individual so he was asked a question about the movie industry cinemas and the decline of cinemas and he replied that the the cinemas were making the same mistake the movie industry was making the same mistake that the music industry made which is the munich music industry falsely believed that their customer was Tower Records and Virgin Megastore and not the person who actually spent money on buying the album he says you've confused your customer with your distribution channel rule number 46 have a trusting team I was boarding a flight and a scene played out in front of me where one of the passengers attempted to board the plane before their group number was called and the gate Adrian literally berated him sir step aside I haven't called your group please step aside and wait till I call your group so I spoke up and said why do you have to talk to us that way why can't you talk to us like we're human beings and she looked me in the eye and said if I don't follow the rules I could get in trouble or lose my job all she revealed to me is that she doesn't feel safe in her own company and her leaders do not trust her to do the job for which she's been trained to do and guess who suffers us and the company the reason we love flying Southwest Airlines is because the company trust them to do the job they would they've been trained to do and they use discretion we don't trust people to follow the rules we trust people to know when to break them and the problem is in a fear-based society people fear for their own jobs more than common sense that was a perfectly perfect scenario of what happens when somebody in the company is too afraid to break the rule break the policy use discretion find another way you know so almost predictable that something will happen something will break at some point rule number 47 find true joy how would someone know if they're doing something for their why how do you know oh you can feel it you feel it you ever had that experience where you feel like something's wrong you know sort of you're like you make a decision but it makes you uncomfortable you're not you're not following through with your calls or your purpose and you're that they ever have a decision where everybody's like you're crazier because you're like this just feels like the most natural normal thing I could do I'm not even in doubt here you know right now the problem with simply running on gut is it's not scalable this is the reason we want to learn our why learn to articulate and be able to speak our why so that others can understand why we're making the decisions were making because the problem is if you only trust your gut to those around you sometimes it does appear that we're crazy or unfocused and so people leave us and don't help us because they think we're does the minute we can articulate and speak that why with clarity that others can understand then not only will they have context for the decisions we're making but they'll rally to help us and even do things that we didn't even ask because they understand the higher purpose that we're trying to advance so you just know it's a terrible answer but you can feel it and this is where joy and fulfillment in our work come from which is driven from happiness you can win a big client get a promotion get a raise happy you know do a good job produce something great happy but that feeling dissipates it doesn't last for you know certainly doesn't last for months or years it might last for days or weeks right that that immensely happy feeling that we will hide of that big client we won or that big promotion we got is now gone joy fulfillment which doesn't mean that we love every day but joy and fulfillment comes from that feeling that every day our work is contributing to something bigger and that's that's way more important also at least as important rule number 48 run your business by your values so the infinite game exists up here the finite game exists down here right the infinite game has will includes the why what I call our purpose cause or belief it's the vision of the company it's where we're going it's something that we will never practically reach in our lifetimes or ever but we will die trying that's the point right it's different from a big hairy audacious goal which for all practical purposes you could reach it may be difficult but you could reach it this is an ideal something it's a vision of the world so my vision I imagine a world in which the vast majority of people wake up every single morning inspire to go to work feel safe when they're there and return home fulfilled at the end of the day that is my vision right we will never practically get there but we will die trying the United States was founded with a document called the Declaration of Independence in which the document stated all men are created equal now the United States has not achieved that and will never achieve that but it the country is at its best when we're trying to achieve that civil rights women's suffrage gay rights the you know universal education universal health care etc etc this is where our values exists our values are timeless they do not change every year whenever we have a strategic off-site and if they do you have a problem that happens in big companies every few years a new CEO comes in and they have a values thing and they change and they change and they change no no your values are your values right and they're based on your founders and they exist from patterns of how you operate when you are operating at your natural best when your company is operating at its natural best when all cylinders are firing when you're in the flow whatever euphemism you want to use there is a pattern that emerges and that pattern are your values there's a minimum of three there's no more than five if there's more than five there's usually redundancy you can find overlap that you can find lowest common denominators and they are intractable these things are inherently intangible and hard to measure right which is why they often get brushed aside it's not that they don't exist they're just hard to measure then down here you have the finance what I call the what it's all the tangible stuff right things like our interests exist down here because they are tangible they are inherently easy to see and easy to measure like products sold money taken in things like that right number of clients we have the way you build an infinite business is you want to run all decisions first through your values and your cause and then through your interests that's how it works rule number 49 have infinite goals I've become very very interested in the idea of playing in games that have no finish lines right some games have finish line's right baseball football right getting apart is the finish line you audition there's a beginning middle and end who's rehearsal and practice there's showing up for the audition and you either win or you lose and then it's over it's over right that is finite but one's career is infinite there's there's no end it's like our lives are finite but life is infinite people come and people go but life continues right theater actors come and actors go but theater continues it's infinite you don't win theater you win a part but what happens once you get the part the finite game is over now you enter the infinite game you have to be able to convert right and the reason this is important and I've seen this unfortunately so many times from a young age all you wanted to do was get to Broadway and then you get to Broadway and then what you've devoted your entire life to one finite goal and when you get there the immediate response is depression because I spent 15 years of my life for this one thing and I got it and now I don't know what to do next like what a get to Broadway again doesn't have the same ambition it doesn't have the same passion you know that you've devoted your from you know you're from Fargo North Dakota and that's all you wanted to do is get out of Fargo and make it to Broadway and you may eat it right it doesn't have the same kind of passion and this is because these are finite goals there's a lot of studies that have been done with athletes who have finite goals to become the greatest X in the world right so Andre Agassi was one of these one of these athletes he wanted to become the greatest tennis player that ever lived guess what everyone in his life he would he would view them through how do you help me get to that everything was how does this help me get to that everything was a transaction to how do you help me move to there and then you know what happens he achieved it he became the greatest tennis player in the world and you know what happened immediately after depression Michael Phelps set out to become the most medaled Olympian in history you know what he achieved it you know what happened to immediately after depression they spend their whole life working for one goal though most will never get it the few that do don't know what to do next because their goals were finite their goals were finite right and so there are finite components to your career but your career should be infinite so yes of course you have to win the finite game you have to get the part but immediately when you get the part now you convert to infinite and rule number 50 the last one before a very special bonus clip is be a courageous leader in military we're willing to sacrifice ourselves for the gain of others right but in business we're willing to sacrifice others for our own game yes how do you build that military mindset in companies like here or other companies leadership I mean it's it's leadership creates an environment and it's I mean this is what I learned the the the the whole concept of leaders eat last lessons that I learned from spending time with folks in uniform it was born out of my own experience where I was going through a point in my career as my career was growing all of a sudden you have new friends that I didn't have before and and that's wonderful and then I learned the hard way that they weren't my friends they were playing me they wanted access or a deal or something right and I and I I learned it the hard way and so I retreated I was like I wanted to be friends with nobody else but the people I knew way back when which is also not a good way to live and yet simultaneously I'm spending time with tons of folks in the military who you know in business we have colleagues and co-workers in the military of brothers and sisters and that's a different kind of relationship and as you know I have hugged more people in uniform than I've ever hugged in suits I've cried with more people in uniform than I've ever cried with in suits I've stood in the audience and listened to officers give talks and I've sat in the audience and cried I've never cried it with any CEO game yet gave a speech ever right so there's a different nature of relationship and my original conclusion was they're better people that the reason you get a disproportionate amount of these kinds of behaviors is because they're better people and better people are drawn to a life of service in the military which is why and we find a disproportionately high number of them there and the more I started to learn the more I realize I was completely wrong it's the environment it's the environment and when the leader creates an environment in which people feel that someone has my back they will do extraordinary things and what I learned is that courage is not this deep down internal fortitude right it comes externally it's like a trapeze artist would never try a brand new death-defying act unless they had a net the courage didn't come from the trapeze artists the courage came from the net and it's the same in the military which is especially when you're in life-and-death situations when you're when you're when you're in theater you people who you don't like you still rely on to save your life and the reason it works is because you don't have to look behind your shoulder and that mentality and you know better than anybody which is when you when you are deployed into dangerous places nobody sort of loves deployment but people have warm feelings towards deployment which is really strange and suicides rarely happen in in combat situations they usually happen back home and it's the intensity of the relationships that create that warmth and the sort of weird enjoyment of really bad uncomfortable and dangerous circumstances it's because this we're human beings and human beings as social animals feel our safest when we trust each other and good leaders are capable of producing that so great businesses look very much like well-run military organizations you know there's poorly run military organizations as well but great businesses look exactly the same where the leaders give the glory they distribute Authority they push it down the ranks let people make decisions if they screw up there's no risk of getting fired if the company misses it's arbitrary projections on it's arbitrary date we do not use the people to balance the books we figure out other ways or we even invite the people to help solve the problems these are the things that produce that circle of safety that produces the exact same outcome where people will love each other cry for each other sacrifice for each other you see it in business plenty but it always boils down to leadership now I've got a special bonus kit from Simon on how to be the best version of yourself that I think you're gonna enjoy but before that it's time for the three point landing questions do you watch the video now let's take action here we go question number one what are your infinite goals number two how will you talk about your beliefs this week and number three what's a new way that you could turn your why into action there's no such thing as winning business there's no such thing as winning global politics and there's definitely no such thing as winning education but if we listen to the language of too many organizations they don't know the game they're in they talk about being the best they talk about being number one they talk about beating their competition the problem is there's no such thing let me give you a real-life example that shed some light on what I'm talking about I spoke at an education summit at Microsoft I also spoke at an education summit at Apple at the Microsoft summit the vast majority of the executives spent the vast majority of their presentations talking about how to beat Apple at the Apple summit a hundred percent of the executives spent a hundred percent of their presentations talking about how to help teachers teach and how to help students learn one was obsessed with where they were going the other one was obsessed with their competition guess which one was in quagmire at the end of my talk at Microsoft they gave me a gift they gave me the new Zune when it was a thing this was Microsoft's response to the iPod and this little piece of technology was absolutely incredible it was beautifully designed the user interface was intuitive and very simple to use it was really brilliant I have to say so at the end of my Apple talk I was sharing a taxi with a very senior Apple executive employee number 54 to be exact and I decided to stir the pot I couldn't help myself I turned to my said you know Microsoft gave me their new Zune and it is so much better than your iPod touch to which he said I have no doubt then the conversation was over because the infinite player understands sometimes your competitor has the better product and sometimes you have the better product and sometimes you're ahead and sometimes you're behind but there's no such thing as best or first or beating your competition there's only ahead and behind and the reality of an infinite game is you're actually only competing against yourself that the objective every single day is how do we become a better version of our own institution this year than we were last year how do we improve the quality of our culture how do we improve the quality of the way we provide the service that we claim to be providing how do we improve ourselves that is the main point of being an infinite game because at the end of the day we don't have the same metrics as everybody else and we're not even necessarily playing to the same ends if you want to learn how to start with why with Simon check out the video right there next to me I think you'll enjoy it continue to believe and I'll see you there I don't have a time in my life many years ago 10 years ago where I had lost my passion for what I was doing I owned my own small business

Channel: Evan Carmichael

Views: 321,056

Rating: 4.843533 out of 5

Keywords: entrepreneur, yt:cc=on, simon sinek motivation - how to be a leader, why leaders eat last, simon sinek success, simon sinek, simon sinek motivation, leadership motivation, simon sinek advice, leadership advice, millennials in the workplace, simon sinek millennials, simon sinek top 50 rules for success, success motivation 2019, simon sinek golden circle, start with why book, simon sinek ultimate guide to success

Id: 78ulSnwUUBk

Length: 150min 46sec (9046 seconds)

Published: Fri May 10 2019