Simon Sinek Quotes
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Taking a job for the cash is not as important as taking a job for the joy.
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What good is an idea if it remains an idea? Try. Experiment. Iterate. Fail. Try again. Change the world.
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Great leaders don't blame the tools they are given. Great leaders work to sharpen them.
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The only time I waste is time I spend doing something that, in my gut, I know I shouldn't. If I choose to spend time playing video games or sleeping in, then it's time well spent, because I chose to do it. I did it for a reason - to relax, to decompress or to feel good, and that was what I wanted to do.
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Wal-Mart's size and scale is so vast they literally have the ability to change the face of the entire country. If Wal-Mart were to make a decision tomorrow to refuse to sell a single product made with partially hydrogenated oils, for example, we'd probably see rates from heart disease decline a few years later. That's how powerful Wal-Mart is.
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I like stories of the classic hero, of good versus evil, the ones in which the good guys wear white and the bad guys wear black... and I love a good sword fight.
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Usually what happens is somebody grabs me and they always pull me off to the side. Nobody ever does it publically. They say, "I didn't want to be here." Or, "I don't usually like people like you." Or, "I didn't believe the things you actually talked about would work. I'm here to tell you that you converted me." That happens a lot.
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Putting yourself first is not selfish. Quite the opposite. You must put your happiness and health first before you can be of help to anyone else.
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Employees represent an opportunity to inspire not a burden to carry.
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Leadership is a choice to protect the person to the left of us, and protect the person to the right of us, and sometimes that may come at a cost. It may cost us our benefits, it may cost us our comfort, it may sometimes cost us our perks, whatever it is, credit.
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Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down.
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The value we provide most to others is the same value we appreciate most from others.
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The difference between those who do and those who don't is that those who don't believe it when they are told they can't.
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If you hire people just because they can do a job, they'll work for your money, but if they believe what you believe, they'll work for you with blood and sweat and tears.
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The courage of leadership is giving others the chance to succeed even though you bear the responsibility for getting things done.
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The concept of why is already in the vernacular. It is now a noun. "That company doesn't know their why." "They need to learn their why." "That politician needs to understand his why." We talk about it as a noun. That never existed prior to 2009. That never existed prior to 2006 when I first started articulating it. This is the most amazing thing to me. It has now become a concept. It's part of the way we think about businesses and transactions and decisions.
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A group of followers has strength because of its numbers. A following has power because of its beliefs.
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All these companies that grew to any sizable proportions were all founded with a belief or a cause bigger than their products or services. It was their products or services that helped them bring that cause to life.
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Some good leaders are rough around the edges and some leaders are difficult. Some have difficult personalities and some are really nice to be around, but those are not the qualifications. The qualifications are their desire to see us achieve more, their desire to push us to be the best we can be. Not for their selfish gain, but because they believe that we have something to offer.
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I don't enjoy eating humble pie; it never tastes good. But I do appreciate it when it happens.
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The value of experimentation is not the trying. It's the trying again after the experiment fails.
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A parent does not do everything for their kid. A parent that does everything for their kid produces a kid with no self-confidence.
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Most organizations only focus on WHAT they do and HOW they do it - tactics and strategies - and they aren't even aware that this thing called the WHY exists. Focusing on only two pieces of a three piece puzzle leaves an organization, or a career, inherently out of balance. Being out of balance, only operating on two of the three pieces, shows up in different ways - increased stress, loss of passion, obsession with what your competition is doing, being forced to play the price game, trouble differentiating. These are all signs that the WHY is missing.
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Give someone responsibility and they will do their best. Make them accountable and they will do even better.