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Look down from as high as possible. Look ahead as far as you can see. Then decide what to do.

Simon Sinek

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Simon Sinek
Age: 51
Born: 1973
Born: October 9
Author
Motivational Speaker
Writer
Simon O. Sinek
Simon Oliver Sinek
Decide
Ahead
Decision
Possible
High
Look
Looks

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People who believe I'm an idiot don't hire me and they don't call.
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Disney is beloved again. They can now attract the talent again and they can hold onto the talent again. People trust them again. It's all return since they went back to the why.
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To become an academic expert takes years of studying. Academic experts are experts in how and what others have done. They use case studies and observation to understand a subject.
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When we can 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.
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Always plan for the fact that no plan ever goes according to plan.
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If you have the opportunity to do amazing things in your life, I strongly encourage you to invite someone to join you.
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There are two types of claims: those based on hard numbers and those based on slippery numbers.
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I put messages out there that start with why and they talk about what I believe. They go on to demonstrate and give examples. If it resonates with others, those with whom it resonates will share it with their friends and say, This inspired me. You should watch it. You should read this.
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Leaders don't convince people to follow them. Leaders walk forward alone and those who want to go down their path decide to follow.
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When you explain to people what you're trying to do, as opposed to just making demands or delegating tasks, you can build instant trust, even if it's just for that short time you're on the phone.
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I'm very prescriptive about who I work with. I'm very clear about what I believe. If they believe what I believe I will work with them. If they say things like, Convince me we should do this. I walk away.
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Time and energy. Those are the most valuable sacrifices leaders can make.
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Leadership is a choice. It's not a rank, it's a choice. I know many people who are at the top of their organization who have authority. We have to do what they say because they have authority over us. But they're not leaders. We wouldn't follow them. They may be at the top of the company but they're not leaders.
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I need an army. I need people out there who are either preaching with me to different audiences that I can't get to or who are implementing the work and helping people actually learn their why or practice their why or implement their why because I don't do that.
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It's the discipline to understand that the things that might make you rich or things might make you famous are sometimes worth pursuing and sometimes are not.
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What you do simply proves what you believe.
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The responsibility of leadership is not to come up with all the ideas but to create an environment in which great ideas can thrive.
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Great leaders see money as fuel, not a destination.
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A boss who micromanages is like a coach who wants to get in the game. Leaders guide and support and then sit back to cheer from the sidelines.
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When you compete against everyone else, no one wants to help you. But when you compete against yourself, everyone wants to help you.
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