For the feeling of trust to develop, we have to feel safe expressing ourselves first. We have to feel safe being vulnerable. That’s right, vulnerable.
Loyalty is not built on features and benefits. Features and benefits do not inspire. Loyalty and long-lasting relationships are based on something deeper.
If every member of a team doesn’t grow together they will grow apart.
It is everlasting and must be relevant in both your personal and professional life. It is a statement of your value at work as much as it is the reason your friends love you. We don’t have a professional WHY and personal WHY. We are who we are wherever we are.
But no matter how inspiring a dream maybe, a dream that cannot come to life stays a dream.
People will trust their leaders when their leaders do the things that make them feel psychologically safe.
No one wakes up in the morning to go to work with the hope that someone will manage us. We wake up in the morning and go to work with the hope that someone will lead us.” The.
When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it.
An infinite mindset embraces abundance whereas a finite mindset operates with a scarcity mentality. In the Infinite Game we accept that “being the best” is a fool’s errand and that multiple players can do well at the same time.
Where a finite-minded player makes products they think they can sell to people, the infinite-minded player makes products that people want to buy. The former is primarily focused on how the sale of those products benefits the company; the latter is primarily focused on how the products benefit those who buy them.
Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers.
In an organization that is only driven by the finite, we may like our jobs some days, but we will likely never love our jobs. If we work for an organization with a Just Cause, we may like our jobs some days, but we will always love our jobs. As with our kids, we may like them some days and not others, but we love them every day.
When leaders are willing to prioritize trust over performance, performance almost always follows. However, when leaders have laser-focus on performance above all else, the culture inevitably suffers.
What got us here won’t get us there, and knowing who our Worthy Rivals are is the best way to help us improve and adapt before it’s too late.
So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.
It doesn’t matter when we start. It doesn’t matter where we start. All that matters is that we start!
There is a big difference between repeat business and loyalty. Repeat business is when people do business with you multiple times. Loyalty is when people are willing to turn down a better product or a better price to continue doing business with you. Loyal customers often don’t even bother to research the competition or entertain other options. Loyalty is not easily won. Repeat business, however, is. All it takes is more manipulations.
Infinite-minded leaders actively seek out employees, customers and investors who share a passion for the Just Cause. For employees, this is what we mean when we say, “Hire for culture and you can always teach the skills later.
Where finite-minded organizations view people as a cost to be managed, infinite-minded organizations prefer to see employees as human beings whose value cannot be calculated as if they were a piece of machinery. Investing in human beings goes beyond paying them well and offering them a great place to work. It also means treating them like human beings. Understanding that they, like all people, have ambitions and fears, ideas and opinions and ultimately want to feel like they matter.
Our goal, as leaders, is to ensure that our people have the skills – technical skills, human skills or leadership skills – so that they are equipped to work to their natural best and be a valuable asset to the team.