Quote

Our goals should serve as markers, measurements of the progress we make in pursuit of something greater than ourselves.

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
Goals
Pursuit
Serve
Progress
Greater
Goal
Measurements
Something
Markers
Make
Measurement

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To succeed takes more than the desire to win. It also takes the acceptance that we could fail.
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What you do simply proves what you believe.
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My sister made certain choices about the life she wanted. Those choices include a steady job, a husband and children. But balance and stability come at a cost. It is harder for her to be spontaneous. It is harder to just up and leave.
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If I walk into a room of 500 people, my standard is, if I can't give 400 or 450 of you something, a language or a new way of seeing something, then I have failed. If I get 100 of you, I am a failure. I have to get a majority.
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A team is not a group of people that work together. A team is a group of people that trust each other.
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A true friend is someone with whom protocol is no longer necessary.
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I never imagined I'd be working with government, or military or politicians or big companies. None of this stuff I'm doing was on any business plan anywhere ever.
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If you talk about what you believe, you will attract those who believe what you believe.
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Disney became hated. It became one of the evil corporations. It used to be loved. They couldn't hold onto talent they couldn't attract talent. Some of their products did badly. The Californialand project was a $5 billion waste of money. They couldn't make it work. The magic had gone, no pun intended.
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Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.
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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 never imagined working with CEOs, congressmen or the military, yet I make regular visits to the Pentagon, stop by the Capitol now and then and sit down with leaders of all kinds of companies.
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We invest in things like the future, like our children, like education. In other words, we invest in things that we understand we will not see an immediate return of investment but everybody knows it will have a positive impact and you can easily measure it over the course of time. Your why is exactly the same thing.
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If our parents fixed everything for us and did not allow us to do anything on our own, or intervened every single time, we would all grow up to be completely dependent.
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We should never change our minds about where we are going, but always be curious about different ways to get there.
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Spending too much time focused on others' strengths leaves us feeling weak. Focusing on our own strengths is what, in fact, makes us strong.
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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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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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Pilots, to a large degree, are like salesmen. They have to be confident to be good at their jobs. They have to practice relentlessly and plan out all the scenarios of the things that could happen when they're out there. Nothing is more important than preparation. They are also mighty competitive, both as individuals and as squadrons.
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When leaders care less about their people, their people will be careless.
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