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亘丕夭蹖 亘蹖 賳賴丕蹖鬲
趩诏賵賳賴 亘乇賳丿踿 亘丕夭蹖 賲蹖鈥屫促堐屫� 丿乇 丨丕賱蹖鈥屭┵� 賴蹖趩 倬丕蹖丕賳蹖 賳丿丕乇丿責
亘丕夭鈥屸€屰屸€屬囏й� 賲丨丿賵丿 賲孬賱 蹖讴 賲爻丕亘賯踿 賮賵鬲亘丕賱 亘丕夭蹖讴賳丕賳蹖 賲卮禺氐貙 賯賵丕賳蹖賳蹖 孬丕亘鬲 賵 賳賯胤踿 倬丕蹖丕賳 賲毓賱賵賲蹖 丿丕乇賳丿 賵 亘乇賳丿賴 亘賴 爻丕丿诏蹖 卮賳丕爻丕蹖蹖 賲蹖鈥屫促堌�. 丕賲丕 丿乇 亘丕夭蹖鈥屬囏й� 賳丕賲丨丿賵丿 賲孬賱 讴爻亘鈥屬堏┴ж必� 爻蹖丕爻鬲 賵 丨鬲蹖 夭賳丿诏蹖 亘丕夭蹖讴賳丕賳 賲蹖鈥屫③屬嗀� 賵 賲蹖鈥屫辟堎嗀� 賯賵丕賳蹖賳 賳丕賲卮禺氐 賵 賲鬲睾蹖乇賳丿 賵 賴蹖趩 賳賯胤踿 倬丕蹖丕賳 賲卮禺氐蹖 亘乇丕蹖卮 賯丕亘賱 鬲氐賵乇 賳蹖爻鬲.
亘丕夭蹖 亘蹖鈥屬嗁囏й屫� 亘乇賳丿賴 賵 亘丕夭賳丿賴 賴賲 賳丿丕乇丿. 趩蹖夭蹖 亘賴 丕爻賲 芦亘乇賳丿踿 讴爻亘鈥屬堏┴ж甭� 蹖丕 芦賯賴乇賲丕賳 夭賳丿诏蹖禄 賳丿丕乇蹖賲貙 賮賯胤 倬卮鬲賽 爻乇 賵 倬蹖卮賽 乇賵 賵噩賵丿 丿丕乇丿. 賵賯鬲蹖 丕蹖賳 賳讴鬲賴 乇丕 丿乇讴 讴賳蹖賲貙 亘爻蹖丕乇 亘賴鬲乇 丕夭 倬爻 亘丕夭蹖鈥屬囏й� 亘蹖鈥屬嗁囏й屫� 亘乇禺賵丕賴蹖賲 丌賲丿.
丿乇 丕蹖賳 讴鬲丕亘 賳賵蹖爻賳丿賴 趩丕乇趩賵亘蹖 亘乇丕蹖 倬蹖卮乇賵蹖 亘賴鬲乇 丿乇 賳賵毓蹖 亘丕夭蹖 丕乇丕卅賴 賲蹖鈥屭┵嗀� 讴賴 賴賲诏蹖 亘丕夭蹖讴賳丕賳 丌賳 賴爻鬲蹖賲貨 亘丕夭蹖 亘蹖鈥屬嗁囏й屫�!
亘丕夭鈥屸€屰屸€屬囏й� 賲丨丿賵丿 賲孬賱 蹖讴 賲爻丕亘賯踿 賮賵鬲亘丕賱 亘丕夭蹖讴賳丕賳蹖 賲卮禺氐貙 賯賵丕賳蹖賳蹖 孬丕亘鬲 賵 賳賯胤踿 倬丕蹖丕賳 賲毓賱賵賲蹖 丿丕乇賳丿 賵 亘乇賳丿賴 亘賴 爻丕丿诏蹖 卮賳丕爻丕蹖蹖 賲蹖鈥屫促堌�. 丕賲丕 丿乇 亘丕夭蹖鈥屬囏й� 賳丕賲丨丿賵丿 賲孬賱 讴爻亘鈥屬堏┴ж必� 爻蹖丕爻鬲 賵 丨鬲蹖 夭賳丿诏蹖 亘丕夭蹖讴賳丕賳 賲蹖鈥屫③屬嗀� 賵 賲蹖鈥屫辟堎嗀� 賯賵丕賳蹖賳 賳丕賲卮禺氐 賵 賲鬲睾蹖乇賳丿 賵 賴蹖趩 賳賯胤踿 倬丕蹖丕賳 賲卮禺氐蹖 亘乇丕蹖卮 賯丕亘賱 鬲氐賵乇 賳蹖爻鬲.
亘丕夭蹖 亘蹖鈥屬嗁囏й屫� 亘乇賳丿賴 賵 亘丕夭賳丿賴 賴賲 賳丿丕乇丿. 趩蹖夭蹖 亘賴 丕爻賲 芦亘乇賳丿踿 讴爻亘鈥屬堏┴ж甭� 蹖丕 芦賯賴乇賲丕賳 夭賳丿诏蹖禄 賳丿丕乇蹖賲貙 賮賯胤 倬卮鬲賽 爻乇 賵 倬蹖卮賽 乇賵 賵噩賵丿 丿丕乇丿. 賵賯鬲蹖 丕蹖賳 賳讴鬲賴 乇丕 丿乇讴 讴賳蹖賲貙 亘爻蹖丕乇 亘賴鬲乇 丕夭 倬爻 亘丕夭蹖鈥屬囏й� 亘蹖鈥屬嗁囏й屫� 亘乇禺賵丕賴蹖賲 丌賲丿.
丿乇 丕蹖賳 讴鬲丕亘 賳賵蹖爻賳丿賴 趩丕乇趩賵亘蹖 亘乇丕蹖 倬蹖卮乇賵蹖 亘賴鬲乇 丿乇 賳賵毓蹖 亘丕夭蹖 丕乇丕卅賴 賲蹖鈥屭┵嗀� 讴賴 賴賲诏蹖 亘丕夭蹖讴賳丕賳 丌賳 賴爻鬲蹖賲貨 亘丕夭蹖 亘蹖鈥屬嗁囏й屫�!
247 pages, Paperback
First published January 1, 2017
6289 people are currently reading
51420 people want to read
About the author
Simon Sinek
78听books11.3k听followersSimon Sinek is an optimist. He believes in a bright future and our ability to build it together.
Described as 鈥渁 visionary thinker with a rare intellect,鈥� Sinek teaches leaders and organizations how to inspire people. With a bold goal to help build a world in which the vast majority of people go home everyday feeling fulfilled by their work, Sinek is leading a movement to inspire people to do the things that inspire them.
Sinek鈥檚 unconventional and innovative views on business and leadership have attracted international attention and have earned him invitations to meet with an array of leaders and organizations, including: Microsoft, MARS, SAP, Intel, 3M, the United States Military, members of the United States Congress, multiple government agencies and entrepreneurs. Sinek has also had the honor of presenting his ideas to the Ambassadors of Bahrain and Iraq, at the United Nations and to the senior leadership of the United States Air Force.
Sinek is an adjunct staff member of the RAND Corporation, one of the most highly regarded think tanks in the world. He is also active in the arts and not-for-profit world, working with Education for Employment Foundation to help create opportunities for young men and women in the Middle East region. When not in hotels, he lives in New York, where he teaches graduate level strategic communications at Columbia University.
Described as 鈥渁 visionary thinker with a rare intellect,鈥� Sinek teaches leaders and organizations how to inspire people. With a bold goal to help build a world in which the vast majority of people go home everyday feeling fulfilled by their work, Sinek is leading a movement to inspire people to do the things that inspire them.
Sinek鈥檚 unconventional and innovative views on business and leadership have attracted international attention and have earned him invitations to meet with an array of leaders and organizations, including: Microsoft, MARS, SAP, Intel, 3M, the United States Military, members of the United States Congress, multiple government agencies and entrepreneurs. Sinek has also had the honor of presenting his ideas to the Ambassadors of Bahrain and Iraq, at the United Nations and to the senior leadership of the United States Air Force.
Sinek is an adjunct staff member of the RAND Corporation, one of the most highly regarded think tanks in the world. He is also active in the arts and not-for-profit world, working with Education for Employment Foundation to help create opportunities for young men and women in the Middle East region. When not in hotels, he lives in New York, where he teaches graduate level strategic communications at Columbia University.
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Displaying 1 - 30 of 2,326 reviews
November 9, 2019
I was going to avoid reading this book and I knew I was going to fail to avoid reading this book because these sorts of books are my weakness. I did not like for the same reason I knew I was not going to like it: it's a book full of cherrypicked stories of success and failure that tries to tie up a theory into a neat binary that shows how to fail and how to succeed. In this book, it's about infinite games vs. finite games. And the same stories of success: apple vs. microsoft, Blockbuster vs. Netflix, etc. There are a hundred and one reasons that some companies do better than others--maybe it's because Apple was playing an infinite game and microsoft wasn't? But I sort of doubt it? Either way, it's impossible to prove without being totally unscientific.
What I thought was really interesting about this book is that it is a book for business people where the author goes against the typical justifications for having a business. Sinek basically says you shouldn't be doing it (or that you won't be successful doing a business) if you're just in it for the money. It should be about something bigger and more world-changing. But actually, I don't know. I mean, sure it makes people who spend all their hours working at a company to believe that they are doing good for the world, but I just think most of that mission stuff is BS. The job of a company is to make money. It'd be great if they could do that without destroying the planet and preying on people (cough...Wells Fargo), but I just am not going to hold my breath and hope that the business community saves humanity with their infinite games.
What I thought was really interesting about this book is that it is a book for business people where the author goes against the typical justifications for having a business. Sinek basically says you shouldn't be doing it (or that you won't be successful doing a business) if you're just in it for the money. It should be about something bigger and more world-changing. But actually, I don't know. I mean, sure it makes people who spend all their hours working at a company to believe that they are doing good for the world, but I just think most of that mission stuff is BS. The job of a company is to make money. It'd be great if they could do that without destroying the planet and preying on people (cough...Wells Fargo), but I just am not going to hold my breath and hope that the business community saves humanity with their infinite games.
October 27, 2019
This is a review of the book and not the concept. And full disclosure: I鈥檓 a Simon Sinek stan and I have been powerfully moved by Start With/Find Your Why and it was a catalyst for wholesale review of my leadership approach. Leaders Eat Last was similarly inspiring.
The concept of infinite rather than finite games is compelling. The first chapter adequately explains finite and infinite games, explains what a just cause is and how to measure/identify it. This is where the great concept is let down by the rest of the book.
The subsequent chapters are a laboured exposition of the ideas in the first chapter and, in my view, unnecessary. The first chapter represents a really great synthesis of many current ideas and practices around psychological safety, vulnerability and authenticity. Many of these things Simon Sinek has written about and speaks about.
Unfortunately the rest of the book does very little to add to the concepts in the first chapter. The subsequent chapters take the form of corporate history lessons which, whilst well researched, are rather dry and they don鈥檛 generate inspiration.
I don鈥檛 like to criticise for its own sake and as Brene Brown says, if you鈥檙e not in the ring then I don鈥檛 welcome your criticism. I offer this review as an honest reflection by a massive fan of his work, purpose and cause.
The concept of infinite rather than finite games is compelling. The first chapter adequately explains finite and infinite games, explains what a just cause is and how to measure/identify it. This is where the great concept is let down by the rest of the book.
The subsequent chapters are a laboured exposition of the ideas in the first chapter and, in my view, unnecessary. The first chapter represents a really great synthesis of many current ideas and practices around psychological safety, vulnerability and authenticity. Many of these things Simon Sinek has written about and speaks about.
Unfortunately the rest of the book does very little to add to the concepts in the first chapter. The subsequent chapters take the form of corporate history lessons which, whilst well researched, are rather dry and they don鈥檛 generate inspiration.
I don鈥檛 like to criticise for its own sake and as Brene Brown says, if you鈥檙e not in the ring then I don鈥檛 welcome your criticism. I offer this review as an honest reflection by a massive fan of his work, purpose and cause.
April 1, 2024
夭賳丿诏蹖鈥屬囏й� 賲丕 賲丨丿賵丿 賵賱蹖 夭賳丿诏蹖 賳丕賲丨丿賵丿 丕爻鬲. 賲丕 亘丕夭蹖诏乇丕賳 賲丨丿賵丿蹖 賴爻鬲蹖賲 丿乇 蹖讴 亘丕夭蹖 亘蹖鈥屬嗁囏й屫�. 亘丕 鬲賵噩賴 亘賴 丕蹖賳 賲賵囟賵毓貙 賳賵蹖爻賳丿賴 丿乇 丕蹖賳 讴鬲丕亘 丿乇 鬲賱丕卮 丕爻鬲 鬲丕 爻丕夭賵讴丕乇 夭賳丿诏蹖 賵 讴丕乇 丿乇 蹖讴 亘丕夭蹖 賳丕賲丨丿賵丿 蹖丕 亘蹖鈥屬嗁囏й屫� 乇丕 亘賴 禺賵丕賳賳丿賴 亘蹖丕賲賵夭丿 賵 噩賳亘賴鈥屬囏й� 賲禺鬲賱賮 丌賳 乇丕 亘乇乇爻蹖 讴賳丿. 賳賯丕胤 賲孬亘鬲 賵 賲賳賮蹖 賵 趩丕賱卮鈥屬囏� 乇丕 亘丕 丿蹖丿蹖 賵丕賯毓鈥屫ㄛ屬嗀з嗁� 賵丕讴丕賵蹖 讴賳丿 賵 亘賴 趩丕賱卮 亘讴卮丿.
亘賴 胤賵乇 賲孬丕賱 乇賴亘乇蹖 讴賴 禺賵丕賴丕賳 亘賴 讴丕乇诏蹖乇蹖 蹖讴 胤乇夭 賮讴乇 賳丕賲丨丿賵丿 丕爻鬲貙 亘丕蹖丿 丕夭 倬賳噩 丕氐賱 丕爻丕爻蹖 倬蹖乇賵蹖 讴賳丿: 郾. 胤乇丨 蹖讴 賴丿賮 丌乇賲丕賳蹖. 鄄. 鬲卮讴蹖賱 鬲蹖賲鈥屬囏й� 賲亘鬲賳蹖 亘乇 丕毓鬲賲丕丿鈥�. 鄢. 賲胤丕賱毓賴 乇賵蹖 乇賯亘丕蹖 丕乇夭卮賲賳丿. 鄞. 讴爻亘 丌賲丕丿诏蹖 亘乇丕蹖 丕賳毓胤丕賮鈥屬矩佰屫臂� 賵噩賵丿蹖. 鄣. 賳賲丕蹖卮 卮噩丕毓鬲 賱丕夭賲 亘乇丕蹖 乇賴亘乇蹖.
丿乇 讴鬲丕亘 賴丿賮 丌乇賲丕賳蹖 賵 鬲毓乇蹖賮 鈥屬� 賳鬲丕蹖噩 丌賳貙 卮乇胤 丕毓鬲賲丕丿 亘乇丕蹖 亘賯丕蹖 蹖讴 爻丕夭賲丕賳貙 賮乇賴賳诏貙 丕乇夭卮鈥屬囏� 賵 乇賮鬲丕乇賴丕貙 乇賯亘丕蹖 丕乇夭卮賲賳丿 賵 禺賷賱蹖 賲爻丕卅賱 賲賴賲 丿蹖诏乇 丿乇 丨賵夭賴鈥屰� 丿丕卮鬲賳 鬲賮讴乇 賳丕賲丨丿賵丿貙 亘乇丕蹖 丿丕卮鬲賳 賮乇賴賳诏蹖 賲賯丕賵賲 丿乇 亘乇丕亘乇 夭賵丕賱 丕禺賱丕賯蹖貙 亘蹖丕賳 卮丿賴...
讴鬲丕亘 亘爻蹖丕乇 賲賮蹖丿 亘禺氐賵氐 亘乇丕蹖 讴爻丕賳蹖鈥屭┵� 乇賴亘乇蹖 賲噩賲賵毓賴鈥屫й� 乇丕 亘賴 毓賴丿賴 丿丕乇賳丿. 鬲賵囟蹖丨丕鬲 亘爻蹖丕乇 賲賱賲賵爻貙 賵丕賯毓蹖 賵 賯丕亘賱 丿乇讴 亘賵丿賳丿.
亘賴 胤賵乇 賲孬丕賱 乇賴亘乇蹖 讴賴 禺賵丕賴丕賳 亘賴 讴丕乇诏蹖乇蹖 蹖讴 胤乇夭 賮讴乇 賳丕賲丨丿賵丿 丕爻鬲貙 亘丕蹖丿 丕夭 倬賳噩 丕氐賱 丕爻丕爻蹖 倬蹖乇賵蹖 讴賳丿: 郾. 胤乇丨 蹖讴 賴丿賮 丌乇賲丕賳蹖. 鄄. 鬲卮讴蹖賱 鬲蹖賲鈥屬囏й� 賲亘鬲賳蹖 亘乇 丕毓鬲賲丕丿鈥�. 鄢. 賲胤丕賱毓賴 乇賵蹖 乇賯亘丕蹖 丕乇夭卮賲賳丿. 鄞. 讴爻亘 丌賲丕丿诏蹖 亘乇丕蹖 丕賳毓胤丕賮鈥屬矩佰屫臂� 賵噩賵丿蹖. 鄣. 賳賲丕蹖卮 卮噩丕毓鬲 賱丕夭賲 亘乇丕蹖 乇賴亘乇蹖.
丿乇 讴鬲丕亘 賴丿賮 丌乇賲丕賳蹖 賵 鬲毓乇蹖賮 鈥屬� 賳鬲丕蹖噩 丌賳貙 卮乇胤 丕毓鬲賲丕丿 亘乇丕蹖 亘賯丕蹖 蹖讴 爻丕夭賲丕賳貙 賮乇賴賳诏貙 丕乇夭卮鈥屬囏� 賵 乇賮鬲丕乇賴丕貙 乇賯亘丕蹖 丕乇夭卮賲賳丿 賵 禺賷賱蹖 賲爻丕卅賱 賲賴賲 丿蹖诏乇 丿乇 丨賵夭賴鈥屰� 丿丕卮鬲賳 鬲賮讴乇 賳丕賲丨丿賵丿貙 亘乇丕蹖 丿丕卮鬲賳 賮乇賴賳诏蹖 賲賯丕賵賲 丿乇 亘乇丕亘乇 夭賵丕賱 丕禺賱丕賯蹖貙 亘蹖丕賳 卮丿賴...
讴鬲丕亘 亘爻蹖丕乇 賲賮蹖丿 亘禺氐賵氐 亘乇丕蹖 讴爻丕賳蹖鈥屭┵� 乇賴亘乇蹖 賲噩賲賵毓賴鈥屫й� 乇丕 亘賴 毓賴丿賴 丿丕乇賳丿. 鬲賵囟蹖丨丕鬲 亘爻蹖丕乇 賲賱賲賵爻貙 賵丕賯毓蹖 賵 賯丕亘賱 丿乇讴 亘賵丿賳丿.
December 14, 2019
Sinek had an interesting idea, one that is worth exploring: finite VS infinite games. The first chapter covers it. All the rest are stories trying to fit a loose framework built to make it a book. It should be a (very good) medium post, in my view.
January 20, 2020
This is a good book which takes the concept of finite/infinite games to organizations and their leaders. While I never felt like putting it down even once, in retrospect, I think most of what Simon Sinek wanted to say, could have been said in less than fifty pages. But I guess that is par for the course. And I am happy I started off 2020 with this book.
February 24, 2020
For the first half of the book I thought 鈥渁 typical Sinek: Good Message but probably could have been half the pages鈥�.
Then came the parts where he talks about the negative impact of the 鈥濻hareholder value鈥� concept coined by Milton Friedman and introduces the concept of 鈥濫thical Fading鈥� that happens on the race to win or to reach short term results/KPIs. (BTW: If you need another reason for disliking Friedman, I can highly recommend Naomi Klein鈥檚 Shock Doctrine)
Anyway, these hit home with me, having worked the majority of my career in financially driven companies and seen the exact effects he describes. I repeat EXACTLY what he describes with ALL its consequences. I鈥榲e never been really comfortable with that world view, have been balancing out its effects on an operational level for many years and can honestly say, it disillusioned me quite a bit. It鈥榮 so common, predominant and feels utterly wrong to me.
This book would make a lovely present to any C- or VP level exec of a public company.
Then came the parts where he talks about the negative impact of the 鈥濻hareholder value鈥� concept coined by Milton Friedman and introduces the concept of 鈥濫thical Fading鈥� that happens on the race to win or to reach short term results/KPIs. (BTW: If you need another reason for disliking Friedman, I can highly recommend Naomi Klein鈥檚 Shock Doctrine)
Anyway, these hit home with me, having worked the majority of my career in financially driven companies and seen the exact effects he describes. I repeat EXACTLY what he describes with ALL its consequences. I鈥榲e never been really comfortable with that world view, have been balancing out its effects on an operational level for many years and can honestly say, it disillusioned me quite a bit. It鈥榮 so common, predominant and feels utterly wrong to me.
This book would make a lovely present to any C- or VP level exec of a public company.
February 27, 2020
It's like a new way of seing my life and my business. I could say that in some way for me is a new mental model, I just incorporated. Anyway, a great read that completed ideas I already had in mind mind, but didnt know how to articulate them and put them into practice.
October 20, 2019
讴鬲丕亘 亘爻蹖丕乇 噩匕丕亘 賵 賲賮蹖丿蹖賴. 賴賲 賲賵囟賵毓 亘爻蹖丕乇 诏蹖乇丕爻鬲 賵 賴賲 爻丕蹖賲賵賳 爻蹖賳讴 亘賴 亘賴鬲乇蹖賳 賳丨賵 亘蹖丕賳卮 賲蹖 讴賳賴.
丕蹖賳 讴鬲丕亘 氐乇賮 賳馗乇 丕夭 卮睾賱貙 噩丕蹖诏丕賴 卮睾賱蹖 賵 ...貙 賲蹖 鬲賵賳賴 亘爻蹖丕乇 賲賮蹖丿 亘丕卮賴.
丕蹖賳讴賴 亘丿賵賳蹖賲 丿乇 趩賴 亘丕夭蹖 賴丕蹖蹖 丨囟賵乇 丿丕乇蹖賲 賵 賳賵毓 亘丕夭蹖 賴丕 賲丨丿賵丿 蹖丕 賳丕賲丨丿賵丿 賴爻鬲賳丿貙 賲蹖 鬲賵賳賴 讴賲讴 賲賵賳 讴賳賴 讴賴 亘賴鬲乇 亘丕夭蹖 讴賳蹖賲 賵 毓賲賱讴乇丿 亘賴鬲乇蹖 丿丕卮鬲賴 亘丕卮蹖賲.
賲丕 賳賲蹖 鬲賵賳蹖賲 亘丕 胤乇夭 賮讴乇 賲丨丿賵丿 丿乇 亘丕夭蹖 賴丕蹖蹖 賲孬賱 讴爻亘 賵 讴丕乇貙 夭賳丿诏蹖貙 賮乇夭賳丿倬乇賵乇蹖貙 毓卮賯 賵 ... 亘丕夭蹖 讴賳蹖賲. 賳賲蹖 鬲賵賳蹖賲 亘丕 乇賵蹖讴乇丿 亘乇賳丿賴-亘丕夭賳丿賴 賲孬賱丕 夭賳丿诏蹖 毓卮賯蹖 禺賵亘蹖 丿丕卮鬲賴 亘丕卮蹖賲 蹖丕 讴爻亘 賵 讴丕乇 賲賵賮賯蹖 乇丕賴 亘賳丿丕夭蹖賲 蹖丕 賲丿蹖乇/乇賴亘乇/讴丕乇賲賳丿 賲賵賮賯蹖 亘丕卮蹖賲. 丕蹖賳讴賴 亘丕夭蹖 賴丕蹖 亘蹖 賳賴丕蹖鬲 賲賵賳 乇賵 亘卮賳丕爻蹖賲 賵 亘丕 胤乇夭 賮讴乇 賳丕賲丨丿賵丿 亘賴卮賵賳 賳诏丕賴 讴賳蹖賲 賵 丕賵賳 賴丕 乇賵 倬蹖卮 亘亘乇蹖賲貙 鬲賮丕賵鬲 賴丕蹖 賲丨爻賵爻蹖 丿乇 賵囟毓蹖鬲 賲賵賳貙 賲蹖夭丕賳 禺賵卮丨丕賱蹖 賵 賲賵賮賯蹖鬲 賲賵賳 禺賵丕賴丿 丿丕卮鬲.
蹖讴蹖 丕夭 噩匕丕亘 鬲乇蹖賳 賲孬丕賱 賴丕蹖 讴鬲丕亘貙 賲賯丕蹖爻賴 乇賮鬲丕乇 卮乇讴鬲賴丕蹖蹖 賲孬賱 丕倬賱貙 賲丕蹖讴乇賵爻丕賮鬲貙 丌蹖 亘蹖 丕賲貙 讴丿丕讴貙 亘賱讴 亘乇蹖 賵 ... 賴爻鬲 讴賴 亘賴 賵囟賵丨 賲蹖 亘蹖賳蹖賲 鬲賮丕賵鬲 丿蹖丿诏丕賴 乇賴亘乇丕賳 丕賵賳賴丕貙 亘賴 趩賴 賳鬲丕蹖噩 賵 乇賮鬲丕乇賴丕蹖 賲鬲賮丕賵鬲蹖 賲賳噩乇 卮丿賴 賵 丕賲乇賵夭 蹖賴 卮乇讴鬲貙 "丕倬賱" 卮丿賴 賵 丕賵賳 蹖讴蹖 "亘賱讴 亘乇蹖"
丕蹖賳 讴鬲丕亘 氐乇賮 賳馗乇 丕夭 卮睾賱貙 噩丕蹖诏丕賴 卮睾賱蹖 賵 ...貙 賲蹖 鬲賵賳賴 亘爻蹖丕乇 賲賮蹖丿 亘丕卮賴.
丕蹖賳讴賴 亘丿賵賳蹖賲 丿乇 趩賴 亘丕夭蹖 賴丕蹖蹖 丨囟賵乇 丿丕乇蹖賲 賵 賳賵毓 亘丕夭蹖 賴丕 賲丨丿賵丿 蹖丕 賳丕賲丨丿賵丿 賴爻鬲賳丿貙 賲蹖 鬲賵賳賴 讴賲讴 賲賵賳 讴賳賴 讴賴 亘賴鬲乇 亘丕夭蹖 讴賳蹖賲 賵 毓賲賱讴乇丿 亘賴鬲乇蹖 丿丕卮鬲賴 亘丕卮蹖賲.
賲丕 賳賲蹖 鬲賵賳蹖賲 亘丕 胤乇夭 賮讴乇 賲丨丿賵丿 丿乇 亘丕夭蹖 賴丕蹖蹖 賲孬賱 讴爻亘 賵 讴丕乇貙 夭賳丿诏蹖貙 賮乇夭賳丿倬乇賵乇蹖貙 毓卮賯 賵 ... 亘丕夭蹖 讴賳蹖賲. 賳賲蹖 鬲賵賳蹖賲 亘丕 乇賵蹖讴乇丿 亘乇賳丿賴-亘丕夭賳丿賴 賲孬賱丕 夭賳丿诏蹖 毓卮賯蹖 禺賵亘蹖 丿丕卮鬲賴 亘丕卮蹖賲 蹖丕 讴爻亘 賵 讴丕乇 賲賵賮賯蹖 乇丕賴 亘賳丿丕夭蹖賲 蹖丕 賲丿蹖乇/乇賴亘乇/讴丕乇賲賳丿 賲賵賮賯蹖 亘丕卮蹖賲. 丕蹖賳讴賴 亘丕夭蹖 賴丕蹖 亘蹖 賳賴丕蹖鬲 賲賵賳 乇賵 亘卮賳丕爻蹖賲 賵 亘丕 胤乇夭 賮讴乇 賳丕賲丨丿賵丿 亘賴卮賵賳 賳诏丕賴 讴賳蹖賲 賵 丕賵賳 賴丕 乇賵 倬蹖卮 亘亘乇蹖賲貙 鬲賮丕賵鬲 賴丕蹖 賲丨爻賵爻蹖 丿乇 賵囟毓蹖鬲 賲賵賳貙 賲蹖夭丕賳 禺賵卮丨丕賱蹖 賵 賲賵賮賯蹖鬲 賲賵賳 禺賵丕賴丿 丿丕卮鬲.
蹖讴蹖 丕夭 噩匕丕亘 鬲乇蹖賳 賲孬丕賱 賴丕蹖 讴鬲丕亘貙 賲賯丕蹖爻賴 乇賮鬲丕乇 卮乇讴鬲賴丕蹖蹖 賲孬賱 丕倬賱貙 賲丕蹖讴乇賵爻丕賮鬲貙 丌蹖 亘蹖 丕賲貙 讴丿丕讴貙 亘賱讴 亘乇蹖 賵 ... 賴爻鬲 讴賴 亘賴 賵囟賵丨 賲蹖 亘蹖賳蹖賲 鬲賮丕賵鬲 丿蹖丿诏丕賴 乇賴亘乇丕賳 丕賵賳賴丕貙 亘賴 趩賴 賳鬲丕蹖噩 賵 乇賮鬲丕乇賴丕蹖 賲鬲賮丕賵鬲蹖 賲賳噩乇 卮丿賴 賵 丕賲乇賵夭 蹖賴 卮乇讴鬲貙 "丕倬賱" 卮丿賴 賵 丕賵賳 蹖讴蹖 "亘賱讴 亘乇蹖"
丿乇 爻丕蹖鬲 賳卮乇 賳賵蹖賳
February 1, 2020
鈥淥ur lives are finite, but life is infinite. We are the finite players in the infinite game of life. We come and go, we鈥檙e born and we die, and life still continues with us or without us. There are other players, some of them are our rivals, we enjoy wins and we suffer losses, but we can always keep playing tomorrow (until we run out of the ability to stay in the game). And no matter how much money we make, no matter how much power we accumulate, no matter how many promotions we鈥檙e given, none of us will ever be declared the winner of life鈥�
January 24, 2021
Read the actual Carse book that this book is based on instead of the mutated regurgitation in this book. The five 鈥渓essons鈥� are generic enough to find in any old business book and the examples are retrofitted to each piece of trite advice, whether it makes sense or not.
November 24, 2019
So, Simon Sinek decides to publish yet another book about Leadership. No Wonder! His last book - Leaders Eat Last is an epic.
His stories reminded of moral science stories that were told over and over again in our childhood. To push us down the path of morality, ethics etc...
But there is a stark difference between his previous works and this one, though the content remains the same i.e. Leadership and Professional Ethics! His examples used to be extremely well picked, and apt for the concept being discussed, but this book they seem to be repetitive and almost the same examples were repeated over and over. In his previous books a concept previously discussed was never repeated in another chapter, if it was repeated it was done through an example in a diverse field i.e. he got examples from biology, neurology and other to complement professional behavior. But in this book such an attempt was not made. It is extremely clear that the book is a half-baked attempt to publish a book for the sake of publishing it. This is unlike Simon Sinek, for someone who preaches so much conviction and integrity to get one through the publisher and through the audience.
Also, the Finite and Infinite Mindset for corp orates is not his original concept. It is directly taken from Carol Dweck's Mindset book - In which she talks about individuals with fixed mindset vs individuals with growth mindset and also talks about organizations with fixed vs growth mindset. I don't understand how Simon Sinek claims it for his own, when she has done so much about it.
But, the books seems to miss the scientific rigor that Simon often brings to these discussions, there is now no science or logic behind this except berating a few leaders and their companies and their strategies.
Though the concept of Infinite Game and Playing for the sake or playing while protecting the environment hold true, but they are not really as original as his other ideas. This entire book seems to be a derived work.
One area of the book that stood out in stark contrast is when the author talks about his rivalry with another author, albeit a self-imposed competition. Nonetheless, the author goes on to reveal his kryptonite in Adam Grant, but what is interesting is that - This has also been discussed at length by another author by name, Joshua Wolf in his book - Powers of Two.
Thus, most of his concepts have already been discusses at length by many other author, when he talks about Navratilova and Lloyd, this example has also been discussed so many times that it has become trite! Thus, it is safe to assume that Simon Sinek is losing his charm!
But there is some value addition from the book - Yet, again it is useful for leaders - There is another book with a similar context about grooming leaders - "What got you here won't get you there".
The book also adds value, by correctly identifing the parasitic nature of Wall Street, this would the second book that I have read in a week, that identifies the toxic nature of Wall Street and its impact on the immediate and NOW greed vs the long and sustaining greed as preached by the Prudent Capitalists. Wall Street is just a growth lusty and growth greedy, demon preying on all the companies at its sight. Any public company that falls prey to Wall Street will likely live under a constant threat of share price blackmailing!
Here is a list of books that the author has mentioned in this work:
Books:
Finite and infinite games - a vision of life as play and possibility.
听James p carse
Built to last
Good to great
Wealth of nations
The shareholder value myth
Dare to lead
Winning - jack Welsh
Originals
Give and take
Leaders eat Last
Keywords from the Book:
North Vietnam infinite war
Apples infinite business, Kodak and swiss army knife resilience.
Zune vs iPod, urgent vs important
Self preservation and self promotion, loss of trust
Glasteegle act
Vavilov seedbank - Leningrad Nazi sieze - starvation
Just Cause - future State
1. Affirmative - for something
2. Inclusive - open to all
3. Service Oriented - contributor should not be the primary beneficiary
4. Resilience - culture, political
5. Idealistic - unachievable
Just cause on paper not on instinct.
Just cause vs false cause
Just cause vs moonshot Bhag (Big hairy audacious goal) not infinite game
Just cause is context for finite, infinite objectives and impossible moonshots
Being the best is not a just cause
Garment dash mountain
Just cause should direct the business model not vice versa.
Best product is not a just cause.
Growth is not a just cause
Money is the fuel for a just cause, not a cause in itself
Hyper growth becomes a bane.
Growth for the sake of growth, will result in eating for obesity.
CSR is not a just cause. Charity, walkathon s or give aways are not just causes.
Finite leaders vs infinite leaders
Mike Duke vs Sam walton
John Scully vs Steve jobs
Steve balmer vs bill gates
Kevin Rollands vs Micheal Dell
Robert nordelli at home Depot
CVO - Chief Vision Officer
CEO - CFO/COO complementary skill sets, not replacements but partnerships
Different career paths
Milton Friedman shareholder capitalism vs Adam Smith's consumption capitalism
Propensity for self interest - the invisible hand.
Shareholder primacy theory
Finite minded capitalism vs infinite capitalism
Capitalism abuse
Laws and ethical customs - are exploited by companies. Friedman's standards.
Investors and shareholders behave like renters.
Larry fink - open letter - black Rock
Stakeholder model and triple bottom line
Will and resources
Leadership priorities: bias for resources
Cost of will:
Finite view: employers as costs
Infinite view: humans with infinite potential
Costco and apple 90 percent retention in retail.
Container Store - pay cuts and 401k no match
Mercenaries vs zealots
Shell Ursa oil rig:
Rick fox vs claire noya
Transactional relationship vs trusting relationships
Safe being vulnerable and asking for help.
High performance vs high trust
Jack Welch
Performance vs potential
Hire and promote - high trust persons over high performers with low trust
Chief coli - CRPD - circle of trust - listening sessions for truth
Officer jake coil
Toxic culture vs good performers
Fear - in face of fear, we hide the truth
Malali in Ford - Bpr s - business plan reviews - green - yellow - red
Honesty and accountability die before the feeling of fear
Culture = values + behavior
Incentive trust
Responsible freedom
Dirt jumps and donuts
CRPD infinite war strategy against drugs.
In weak culture - people find safety in rules听
In strong culture - they find in relationship
Training new leaders.
LRC - Leadership Reactionary course
Marines in quantico
Job of leader = build new leaders
Leaders are not responsible for results,
They are responsible for people
Creating safe environments to be vulnerable around each other.
Ethical Fading:
Wells Fargo - millions of fake accounts
Cutting corners is incentivized
And integrity penalized
Impossible to meet quotas
Incentive to cheat to save job
Nobody in Wells Fargo went to jail
When good people do bad things:
EpiPen - extreme allergy for bees,听
Mylan bought EpiPen - Monopoly - 22 percent per year
After 15 price hikes it went from 100 $ to 600$
Settled with govt for 465 mil for overcharging
Zero guilt - defensive and unapologetic
Self-deception: rationalization of ethical Fading
Words, euphemism, language
Torture vs enhanced interrogation
Gamification vs addiction
Data mining vs tracking
Convenience fee vs surcharge
Remove ourselves from the chain of causation and blame the system.
Blame consumers for consumer problems
Don't like it - then don't buy it.
Blaming consumer choices
Will to do the right thing vs pressure
The good Samaritan experiment for priests
Legal vs ethical responsibility
Slippery slope of ethical Fading
Structure replacing leadership
Timesheets
Leonard Wong - Lazy leadership
Trust on process vs people
Process to replace judgement
Sodiers checking boxes
People problem can only be fixed by people, not training, certification or other processes
Patagonia - don't buy this jacket
Constant improvement and ethical action
Patagonia does not exploit loopholes it closes them.
Competitors vs rivals
Simon sunek vs Adam grant
Winning vs improvement
Lloyd vs Navratilova
Scarcity vs abundance
Turnaround Ford - malali
Change the way you play the game
GM and Chrysler bailouts endorsed by malali
Rivals are part of the ecosystems
To keep suppliers in business
Pc revolution
Navy vs pirates
IBM vs apple听
Welcome to the PC world ad - one page ad
Competitors look for customers vs rivals look for followers
Apple vs blackberry
Disruption is a symptom of a finite mindset
Lost sight of their own vision trying to beat apple
99 percent drop in 4 years
Cause blindness:
Fail to recognize other points of view
John Douglas - criminal profiling听
Serial killers vs FBI
Don't confuse losing a rival with winning the war
No winning in infinite game,
USA did not win the cold war, USSR drained of will and resources, and dropped out.
USA became unrivaled and imposed it's will over the world.
Strong players believe they can control the game and other players.
Groupon Uber - examples of leaders neglected people and culture.
Coldwar 2.0
Single rival improves focus.
Internal squabbles arises, as they see each other as existential threats.
Republicans vs Democrats
FBI vs NSA etc...
Blockbuster vs netflix
Taxi companies vs uber
Sears vs Walmart and e-commerce
Infinite player without a worthy rival slides into finite game
Existential Flexibility:
Walt Disney - existential flex
Animated film that could elicit emotions - snow white and seven dwarfs - full feature length
Idyllic childhood - Elias Disney - failed farm - move to city from marsilline
Roy wanted to take company public.
Walt Disney left Disney and formed WED, to built Disney Land
Better way to advance your just cause.
Strategic shifts might be Reactionary while existential flex is offensive.
Shiny object syndrome vs existential flex
Protecting the business model (finite) vs the cause (infinite)听
Look outside the industry and beyond the horizon.
Apple - invest in GUI, change course and build product from scratch.
If you don't blow it up someone will
Kodak Eastman
1975 - first digital camera - challenged their business model
Steven Sassoon - failed to convince the leaders to adopt digital.
Reconfigure the company to advance the cause.
Short term hell to long term just cause.
Nikon and Fuji introduce me fully digital camera 10 years later - 1988
Kodak made billions from patents
Strong balance sheet does not make a strong company.
2007 patents expired and Kodak declared bankruptcy in 2012
Existential inflexibility.
The Courage to Lead:
CVS - stopped selling cigarettes losing 2billion in revenue
Cigarette sales decreased by 1 percent while Nicotine patch sales rose by 4 percent
Other brands are now willing to associate with CVS
Pressure to succumb to finite game is overwhelming.
Courage to change mindset
The power of purpose:
America west:
Doug parker meets Mary - flight attendant
Mid contract raises amid protests from wall Street analysts
Wall greens vs CVS听
Cigarette sales
Leadership courage - integrity not damage control.
Companies and leadership straying off course
Employees mirror leaders
His stories reminded of moral science stories that were told over and over again in our childhood. To push us down the path of morality, ethics etc...
But there is a stark difference between his previous works and this one, though the content remains the same i.e. Leadership and Professional Ethics! His examples used to be extremely well picked, and apt for the concept being discussed, but this book they seem to be repetitive and almost the same examples were repeated over and over. In his previous books a concept previously discussed was never repeated in another chapter, if it was repeated it was done through an example in a diverse field i.e. he got examples from biology, neurology and other to complement professional behavior. But in this book such an attempt was not made. It is extremely clear that the book is a half-baked attempt to publish a book for the sake of publishing it. This is unlike Simon Sinek, for someone who preaches so much conviction and integrity to get one through the publisher and through the audience.
Also, the Finite and Infinite Mindset for corp orates is not his original concept. It is directly taken from Carol Dweck's Mindset book - In which she talks about individuals with fixed mindset vs individuals with growth mindset and also talks about organizations with fixed vs growth mindset. I don't understand how Simon Sinek claims it for his own, when she has done so much about it.
But, the books seems to miss the scientific rigor that Simon often brings to these discussions, there is now no science or logic behind this except berating a few leaders and their companies and their strategies.
Though the concept of Infinite Game and Playing for the sake or playing while protecting the environment hold true, but they are not really as original as his other ideas. This entire book seems to be a derived work.
One area of the book that stood out in stark contrast is when the author talks about his rivalry with another author, albeit a self-imposed competition. Nonetheless, the author goes on to reveal his kryptonite in Adam Grant, but what is interesting is that - This has also been discussed at length by another author by name, Joshua Wolf in his book - Powers of Two.
Thus, most of his concepts have already been discusses at length by many other author, when he talks about Navratilova and Lloyd, this example has also been discussed so many times that it has become trite! Thus, it is safe to assume that Simon Sinek is losing his charm!
But there is some value addition from the book - Yet, again it is useful for leaders - There is another book with a similar context about grooming leaders - "What got you here won't get you there".
The book also adds value, by correctly identifing the parasitic nature of Wall Street, this would the second book that I have read in a week, that identifies the toxic nature of Wall Street and its impact on the immediate and NOW greed vs the long and sustaining greed as preached by the Prudent Capitalists. Wall Street is just a growth lusty and growth greedy, demon preying on all the companies at its sight. Any public company that falls prey to Wall Street will likely live under a constant threat of share price blackmailing!
Here is a list of books that the author has mentioned in this work:
Books:
Finite and infinite games - a vision of life as play and possibility.
听James p carse
Built to last
Good to great
Wealth of nations
The shareholder value myth
Dare to lead
Winning - jack Welsh
Originals
Give and take
Leaders eat Last
Keywords from the Book:
North Vietnam infinite war
Apples infinite business, Kodak and swiss army knife resilience.
Zune vs iPod, urgent vs important
Self preservation and self promotion, loss of trust
Glasteegle act
Vavilov seedbank - Leningrad Nazi sieze - starvation
Just Cause - future State
1. Affirmative - for something
2. Inclusive - open to all
3. Service Oriented - contributor should not be the primary beneficiary
4. Resilience - culture, political
5. Idealistic - unachievable
Just cause on paper not on instinct.
Just cause vs false cause
Just cause vs moonshot Bhag (Big hairy audacious goal) not infinite game
Just cause is context for finite, infinite objectives and impossible moonshots
Being the best is not a just cause
Garment dash mountain
Just cause should direct the business model not vice versa.
Best product is not a just cause.
Growth is not a just cause
Money is the fuel for a just cause, not a cause in itself
Hyper growth becomes a bane.
Growth for the sake of growth, will result in eating for obesity.
CSR is not a just cause. Charity, walkathon s or give aways are not just causes.
Finite leaders vs infinite leaders
Mike Duke vs Sam walton
John Scully vs Steve jobs
Steve balmer vs bill gates
Kevin Rollands vs Micheal Dell
Robert nordelli at home Depot
CVO - Chief Vision Officer
CEO - CFO/COO complementary skill sets, not replacements but partnerships
Different career paths
Milton Friedman shareholder capitalism vs Adam Smith's consumption capitalism
Propensity for self interest - the invisible hand.
Shareholder primacy theory
Finite minded capitalism vs infinite capitalism
Capitalism abuse
Laws and ethical customs - are exploited by companies. Friedman's standards.
Investors and shareholders behave like renters.
Larry fink - open letter - black Rock
Stakeholder model and triple bottom line
Will and resources
Leadership priorities: bias for resources
Cost of will:
Finite view: employers as costs
Infinite view: humans with infinite potential
Costco and apple 90 percent retention in retail.
Container Store - pay cuts and 401k no match
Mercenaries vs zealots
Shell Ursa oil rig:
Rick fox vs claire noya
Transactional relationship vs trusting relationships
Safe being vulnerable and asking for help.
High performance vs high trust
Jack Welch
Performance vs potential
Hire and promote - high trust persons over high performers with low trust
Chief coli - CRPD - circle of trust - listening sessions for truth
Officer jake coil
Toxic culture vs good performers
Fear - in face of fear, we hide the truth
Malali in Ford - Bpr s - business plan reviews - green - yellow - red
Honesty and accountability die before the feeling of fear
Culture = values + behavior
Incentive trust
Responsible freedom
Dirt jumps and donuts
CRPD infinite war strategy against drugs.
In weak culture - people find safety in rules听
In strong culture - they find in relationship
Training new leaders.
LRC - Leadership Reactionary course
Marines in quantico
Job of leader = build new leaders
Leaders are not responsible for results,
They are responsible for people
Creating safe environments to be vulnerable around each other.
Ethical Fading:
Wells Fargo - millions of fake accounts
Cutting corners is incentivized
And integrity penalized
Impossible to meet quotas
Incentive to cheat to save job
Nobody in Wells Fargo went to jail
When good people do bad things:
EpiPen - extreme allergy for bees,听
Mylan bought EpiPen - Monopoly - 22 percent per year
After 15 price hikes it went from 100 $ to 600$
Settled with govt for 465 mil for overcharging
Zero guilt - defensive and unapologetic
Self-deception: rationalization of ethical Fading
Words, euphemism, language
Torture vs enhanced interrogation
Gamification vs addiction
Data mining vs tracking
Convenience fee vs surcharge
Remove ourselves from the chain of causation and blame the system.
Blame consumers for consumer problems
Don't like it - then don't buy it.
Blaming consumer choices
Will to do the right thing vs pressure
The good Samaritan experiment for priests
Legal vs ethical responsibility
Slippery slope of ethical Fading
Structure replacing leadership
Timesheets
Leonard Wong - Lazy leadership
Trust on process vs people
Process to replace judgement
Sodiers checking boxes
People problem can only be fixed by people, not training, certification or other processes
Patagonia - don't buy this jacket
Constant improvement and ethical action
Patagonia does not exploit loopholes it closes them.
Competitors vs rivals
Simon sunek vs Adam grant
Winning vs improvement
Lloyd vs Navratilova
Scarcity vs abundance
Turnaround Ford - malali
Change the way you play the game
GM and Chrysler bailouts endorsed by malali
Rivals are part of the ecosystems
To keep suppliers in business
Pc revolution
Navy vs pirates
IBM vs apple听
Welcome to the PC world ad - one page ad
Competitors look for customers vs rivals look for followers
Apple vs blackberry
Disruption is a symptom of a finite mindset
Lost sight of their own vision trying to beat apple
99 percent drop in 4 years
Cause blindness:
Fail to recognize other points of view
John Douglas - criminal profiling听
Serial killers vs FBI
Don't confuse losing a rival with winning the war
No winning in infinite game,
USA did not win the cold war, USSR drained of will and resources, and dropped out.
USA became unrivaled and imposed it's will over the world.
Strong players believe they can control the game and other players.
Groupon Uber - examples of leaders neglected people and culture.
Coldwar 2.0
Single rival improves focus.
Internal squabbles arises, as they see each other as existential threats.
Republicans vs Democrats
FBI vs NSA etc...
Blockbuster vs netflix
Taxi companies vs uber
Sears vs Walmart and e-commerce
Infinite player without a worthy rival slides into finite game
Existential Flexibility:
Walt Disney - existential flex
Animated film that could elicit emotions - snow white and seven dwarfs - full feature length
Idyllic childhood - Elias Disney - failed farm - move to city from marsilline
Roy wanted to take company public.
Walt Disney left Disney and formed WED, to built Disney Land
Better way to advance your just cause.
Strategic shifts might be Reactionary while existential flex is offensive.
Shiny object syndrome vs existential flex
Protecting the business model (finite) vs the cause (infinite)听
Look outside the industry and beyond the horizon.
Apple - invest in GUI, change course and build product from scratch.
If you don't blow it up someone will
Kodak Eastman
1975 - first digital camera - challenged their business model
Steven Sassoon - failed to convince the leaders to adopt digital.
Reconfigure the company to advance the cause.
Short term hell to long term just cause.
Nikon and Fuji introduce me fully digital camera 10 years later - 1988
Kodak made billions from patents
Strong balance sheet does not make a strong company.
2007 patents expired and Kodak declared bankruptcy in 2012
Existential inflexibility.
The Courage to Lead:
CVS - stopped selling cigarettes losing 2billion in revenue
Cigarette sales decreased by 1 percent while Nicotine patch sales rose by 4 percent
Other brands are now willing to associate with CVS
Pressure to succumb to finite game is overwhelming.
Courage to change mindset
The power of purpose:
America west:
Doug parker meets Mary - flight attendant
Mid contract raises amid protests from wall Street analysts
Wall greens vs CVS听
Cigarette sales
Leadership courage - integrity not damage control.
Companies and leadership straying off course
Employees mirror leaders
January 22, 2020
Mais um baita livro que deveria ser um artigo.
O Simon Sinek tava t茫o sem o que falar que ele repetiu pela mil茅sima vez a hist贸ria de como a Kodak mandou mal por n茫o aderir a c芒mera digital e como a Blockbuster poderia ter comprado a Netflix.
Recomendo que vejam essa entrevista: e leiam o primeiro cap铆tulo do livro. O resto 茅 enche莽茫o de lingui莽a.
O Simon Sinek tava t茫o sem o que falar que ele repetiu pela mil茅sima vez a hist贸ria de como a Kodak mandou mal por n茫o aderir a c芒mera digital e como a Blockbuster poderia ter comprado a Netflix.
Recomendo que vejam essa entrevista: e leiam o primeiro cap铆tulo do livro. O resto 茅 enche莽茫o de lingui莽a.
January 4, 2020
I'll give this book a rather generous 4 stars. It starts slow and seemingly as pure author conjecture. Basically, the point is that it if you only focus on the near-term results you'll lose over the long term. It's a concept you want to believe in. However, for the first half of the book, there is little support for the case. In the second half, there are stronger anecdotes as evidence to point out why people want to be involved. To no one's surprise Apple shows up large in the long term vision category, however they are dropped a bit as an anecdote when it comes to the aspects of the treatment of employees, to be simply picked back up again later.
This is the kind of book you want your leaders to read and to believe in. That's ultimately why I give it the extra star. The book itself does only an ok job of making the point. Both of his previous books are ultimately better, however. I'd give this one a pass unless you are a fan of everything Sinek or a potential CEO who wants to think about how to best lead your company.
This is the kind of book you want your leaders to read and to believe in. That's ultimately why I give it the extra star. The book itself does only an ok job of making the point. Both of his previous books are ultimately better, however. I'd give this one a pass unless you are a fan of everything Sinek or a potential CEO who wants to think about how to best lead your company.
February 22, 2020
Of Simon Sinek鈥檚 books on leadership, I thought this one worked better as a book than his previous works which could have been summed up in a short article or TED talk. He admits himself, infinite games are not a new idea, but one that he is trying to popularize. This book brings back to mind, compliments, and actually helps to explain in layman鈥檚 terms, a more difficult book from my military education called
Pure Strategy
that similarly argued that the goal of any leader should be continuation rather than culmination or final victory.
I like many of the ideas that Sinek uses throughout the book and agree with most of it. Especially a more conscientious capitalism that cares about employees and communities as well as profits. That said, I hardly see this as a universally applicable way of looking at business. There are some jobs that you simply can鈥檛 make seem noble or inspiring and the only reason they get done is pure profit motive. I also tend to think that Sinek has a canny knack for cherry-picking examples that fit his narrative and never mentioning those that might undermine it.
Sinek does go on a lengthy tirade against economist Milton Freidman for putting capitalism onto its present course. He builds his argument off a single unnamed article from 1970, where Freidman argues for the theory of shareholder primacy is the end-all-be-all of capitalism. Essentially this one article changed forever the thinking of business leaders so that their focus was on finite minded goals (increasing shareholder value and company profit, at the expense of serving their customers or employees). There is probably a kernel of truth in this, but Sinek tends to blow it all out of proportion relative to the impact Friedman actually had. I find it absurd that one man鈥檚 article forever changed the course of capitalism into a self-serving destructive force. If you go back and look at Friedman鈥檚 theories on economics, I don鈥檛 even see this one anywhere near the top of all the positions he staked out during his lifetime (as of 22 Feb 2020, it isn鈥檛 even mentioned in his lengthy Wikipedia entry among any of his theories).
Overall, a good little book on leadership with some interesting ideas to tuck away for future reference but one that is not without flaws. I think it is definitely worth your time to give it a read. 3 Stars.
What follows are some of my notes on the book:
There are two kinds of games: finite and infinite games. Finite games have fixed rules and there is an agreed upon objective that, when reached, ends the game (i.e. football, chess, etc). Infinite games in contrast are played by known and unknown players, and there is no exact or agreed upon set of rules. There may be conventions that govern behavior but players can really operate however they want and can choose to break with convention. Infinite games have infinite time horizons. Because there is no finish line, there is no such thing as 鈥渨inning鈥� in an infinite game. The primary objective is to keep playing, to perpetuate the game (3-4).
Sinek took this idea from a treatise called Finite and Infinite Games: A Vision of Life as Play and Possibility published in 1986 (4).
Many of our leaders today do not understand they are in an infinite game. Their language, conduct, and desire to win or beat the competition show they are operating with a finite mindset. He proposes to show how to do so in an infinite game creates problems including a decline in trust, innovation, and cooperation (5). Leaders need to not worry about winning an unwinnable game and think about building organizations that are strong enough to stay in the game for generations (7).
In the Infinite Game, the true value of an organization cannot be measured by the success it has achieved based on a set of arbitrary metrics over arbitrary time frames. The true value of an organization is measured by the desire others have to contribute to that organization鈥檚 ability to keep succeeding, even beyond their own tenure (9). A finite-minded player makes products they think they can sell to people, the infinite-minded player makes products 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 (10). A finite-minded leader uses the company鈥檚 performance to demonstrate the value of their own career. An infinite-minded leader uses the value of their career to enhance the long-term value of the company. In the Infinite Game of business, when our leaders maintain a finite mindset or put too much focus on finite objectives, they may be able to achieve a number one ranking by some arbitrary metric (market share, units sold, etc), but that doesn鈥檛 necessarily mean they are doing the things necessary for the company to play as long as possible.
Five essential practices of an infinite mindset (25):
1. Advance a Just Cause
2. Build Trusting Teams
3. Study your Worthy Rivals
4. Prepare for Existential Flex
5. Demonstrate the Courage to Lead
A Just Cause is a specific vision of a future state that does not yet exist; one appealing enough that people are willing to make sacrifices in order to advance it. When there is a Just Cause, people have a reason to come to work that is bigger than any particular win. It makes work fulfilling and meaningful. A Just Cause is not your 鈥淲hy鈥�. A Why comes from the past, a Just Cause is about the future. The author鈥檚 WHY is to inspire people to do what inspires them so we can change the world. His Just Cause is to build a world where people are inspired and fulfilled (33-34). (Not sure I really see any difference鈥eems like semantics).
He picks apart company mission statements that fail to inspire like 鈥渨e exist to deliver smarter products and new innovations at lower prices鈥� (I get his point, everybody wants to be inspired to come to work. But sorry, life involves toil and hard work and sometimes the hard work is never going to be inspiring no matter how it is spun (janitors, dishwasher, garbage collection, etc鈥nly in our cushy, 21st century life does everybody need to be inspired all the time).
A Just Cause must be:
1. For Something 鈥� affirmative and optimistic
2. Inclusive 鈥� Open to all
3. Service Oriented - For the benefit of others
4. Resilient 鈥� able to endure change
5. Idealistic 鈥� bold and unachievable (37)
A 鈥渕oon shot鈥� is not a just cause. Being 鈥渢he best鈥� is not a just cause. Vision statements that place a product at the center of the vision are only useful until something better comes along. For example, in 2007 Garmin had 鈥渢he best鈥� dash mounted GPS for cars. They failed to recognize that they had a vision statement that put the focus on the product rather than the service and so missed the rise of smartphones that displaced them (i.e. if they had been focused on providing directions instead of GPS receivers, they theoretically could have developed the leading 鈥渁pp鈥� and stayed in the game).
In a watershed article from 1970, Nobel Prize winning economist Milton Friedman argued for the theory of shareholder primacy where the corporate executive is an employee of the business, with direct responsibility to the owners (shareholders) to make a profit and increase shareholder value while staying within the rules of the game. Sinek goes on to argue that this became the default understanding of business and destroyed previous method of capitalism where companies focused on their customers and employees. This thinking is what has contributed to the excesses of modern capitalism (jacking up prices on epinephrine pens because its 鈥渘ot illegal鈥�, Wells Fargo creating millions of accounts to hit targets, etc). These excesses came from the finite mindset promoted by Freidman.
Ethical fading: Retells the story of Wells Fargo focusing too much on new accounts that led thousands of employees to across the country to open accounts fraudulently in order to meet company targets. Ethical fading is a condition in a culture that allows people to act in unethical ways in order to advance their own interests while falsely believing that they have not compromised their principles (132). Organizations with a finite mindset are prone to ethical fading. Companies that focus on short term goals (quarterly or annual profits) place intense pressure to meet those targets and reward those who do, even if corners were cut to do so. Meanwhile, those that acted with integrity are overlooked for advancement.
In the military, there is intense pressure to meet requirements, to do more with less. The result is that is commonplace for soldiers to find creative ways to check the boxes at the expense of the intent behind the task (clicking through computer based training without learning the info they are supposed to convey). Rather than see their actions as cheating or lying, many simply see it as checking the boxes or part of the bureaucratic process of doing what leadership asks them to do. When these seemingly minor transactions become pervasive it is a sign of ethical fading. When we apply finite solutions (CBTs) to fix cultural problems, we often only get more lying and cheating. Little lies become bigger lies as they get normalized (148-149). Ethical fading is a people problem and we need people to be the solution. The best antidote to ethical fading is an infinite mindset. We don鈥檛 learn ethics from CBTs or because it is company policy, we learn it because we are part of something larger and don鈥檛 want to do anything that would detract from the Just Cause (150).
He argues to learn from, not just compete with, our 鈥渨orthy rivals鈥� (another player in the game that we often compare ourselves to): USA vs USSR, Ford vs Toyota being examples. Worthy rivals keep us honest, help us improve, and get better at what we do (163).
He talks about being willing to read the terrain and make an existential shift (his big example being Walt Disney leaving his successful animation industry to open Walt Disney World theme park). Existential flexibility is the capacity to initiate an extreme disruption to a business model in order to advance a Just Cause. An example that failed is Eastman Kodak. They had developed digital photography technology but refused to act on it because they made so much profit off of selling cameras, film, developing film, etc. Had they stuck to their Just Cause (making photography accessible to the common man) instead of their product, they could have remained in the game and been a key player in digital photography instead of a niche company for film photography enthusiasts.
Facebook was an infinite player that is moving towards an finite path. Founded with the Just Cause to 鈥済ive people the power to build community and bring the world together,鈥� today they are embroiled in scandals (violating user privacy, tracking habits, disseminating fake news, using data to maximize advertising profit, etc). Other companies (Microsoft, Walmart, Disney, Ford) all did likewise, though these have returned to their stated purpose according to Sinek (216-217). Others failed to think with an infinite mindset and all but disappeared from the game (Kodak, Garmin, Blockbuster, etc). Leaders who prioritize themselves first, breed employees that do the same.
Parenting is an Infinite Game that too many parents treat as finite. They stress over their child鈥檚 standing or which school they get into more than whether their child is actually learning or growing as a person (222).
I like many of the ideas that Sinek uses throughout the book and agree with most of it. Especially a more conscientious capitalism that cares about employees and communities as well as profits. That said, I hardly see this as a universally applicable way of looking at business. There are some jobs that you simply can鈥檛 make seem noble or inspiring and the only reason they get done is pure profit motive. I also tend to think that Sinek has a canny knack for cherry-picking examples that fit his narrative and never mentioning those that might undermine it.
Sinek does go on a lengthy tirade against economist Milton Freidman for putting capitalism onto its present course. He builds his argument off a single unnamed article from 1970, where Freidman argues for the theory of shareholder primacy is the end-all-be-all of capitalism. Essentially this one article changed forever the thinking of business leaders so that their focus was on finite minded goals (increasing shareholder value and company profit, at the expense of serving their customers or employees). There is probably a kernel of truth in this, but Sinek tends to blow it all out of proportion relative to the impact Friedman actually had. I find it absurd that one man鈥檚 article forever changed the course of capitalism into a self-serving destructive force. If you go back and look at Friedman鈥檚 theories on economics, I don鈥檛 even see this one anywhere near the top of all the positions he staked out during his lifetime (as of 22 Feb 2020, it isn鈥檛 even mentioned in his lengthy Wikipedia entry among any of his theories).
Overall, a good little book on leadership with some interesting ideas to tuck away for future reference but one that is not without flaws. I think it is definitely worth your time to give it a read. 3 Stars.
What follows are some of my notes on the book:
There are two kinds of games: finite and infinite games. Finite games have fixed rules and there is an agreed upon objective that, when reached, ends the game (i.e. football, chess, etc). Infinite games in contrast are played by known and unknown players, and there is no exact or agreed upon set of rules. There may be conventions that govern behavior but players can really operate however they want and can choose to break with convention. Infinite games have infinite time horizons. Because there is no finish line, there is no such thing as 鈥渨inning鈥� in an infinite game. The primary objective is to keep playing, to perpetuate the game (3-4).
Sinek took this idea from a treatise called Finite and Infinite Games: A Vision of Life as Play and Possibility published in 1986 (4).
Many of our leaders today do not understand they are in an infinite game. Their language, conduct, and desire to win or beat the competition show they are operating with a finite mindset. He proposes to show how to do so in an infinite game creates problems including a decline in trust, innovation, and cooperation (5). Leaders need to not worry about winning an unwinnable game and think about building organizations that are strong enough to stay in the game for generations (7).
In the Infinite Game, the true value of an organization cannot be measured by the success it has achieved based on a set of arbitrary metrics over arbitrary time frames. The true value of an organization is measured by the desire others have to contribute to that organization鈥檚 ability to keep succeeding, even beyond their own tenure (9). A finite-minded player makes products they think they can sell to people, the infinite-minded player makes products 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 (10). A finite-minded leader uses the company鈥檚 performance to demonstrate the value of their own career. An infinite-minded leader uses the value of their career to enhance the long-term value of the company. In the Infinite Game of business, when our leaders maintain a finite mindset or put too much focus on finite objectives, they may be able to achieve a number one ranking by some arbitrary metric (market share, units sold, etc), but that doesn鈥檛 necessarily mean they are doing the things necessary for the company to play as long as possible.
Five essential practices of an infinite mindset (25):
1. Advance a Just Cause
2. Build Trusting Teams
3. Study your Worthy Rivals
4. Prepare for Existential Flex
5. Demonstrate the Courage to Lead
A Just Cause is a specific vision of a future state that does not yet exist; one appealing enough that people are willing to make sacrifices in order to advance it. When there is a Just Cause, people have a reason to come to work that is bigger than any particular win. It makes work fulfilling and meaningful. A Just Cause is not your 鈥淲hy鈥�. A Why comes from the past, a Just Cause is about the future. The author鈥檚 WHY is to inspire people to do what inspires them so we can change the world. His Just Cause is to build a world where people are inspired and fulfilled (33-34). (Not sure I really see any difference鈥eems like semantics).
He picks apart company mission statements that fail to inspire like 鈥渨e exist to deliver smarter products and new innovations at lower prices鈥� (I get his point, everybody wants to be inspired to come to work. But sorry, life involves toil and hard work and sometimes the hard work is never going to be inspiring no matter how it is spun (janitors, dishwasher, garbage collection, etc鈥nly in our cushy, 21st century life does everybody need to be inspired all the time).
A Just Cause must be:
1. For Something 鈥� affirmative and optimistic
2. Inclusive 鈥� Open to all
3. Service Oriented - For the benefit of others
4. Resilient 鈥� able to endure change
5. Idealistic 鈥� bold and unachievable (37)
A 鈥渕oon shot鈥� is not a just cause. Being 鈥渢he best鈥� is not a just cause. Vision statements that place a product at the center of the vision are only useful until something better comes along. For example, in 2007 Garmin had 鈥渢he best鈥� dash mounted GPS for cars. They failed to recognize that they had a vision statement that put the focus on the product rather than the service and so missed the rise of smartphones that displaced them (i.e. if they had been focused on providing directions instead of GPS receivers, they theoretically could have developed the leading 鈥渁pp鈥� and stayed in the game).
In a watershed article from 1970, Nobel Prize winning economist Milton Friedman argued for the theory of shareholder primacy where the corporate executive is an employee of the business, with direct responsibility to the owners (shareholders) to make a profit and increase shareholder value while staying within the rules of the game. Sinek goes on to argue that this became the default understanding of business and destroyed previous method of capitalism where companies focused on their customers and employees. This thinking is what has contributed to the excesses of modern capitalism (jacking up prices on epinephrine pens because its 鈥渘ot illegal鈥�, Wells Fargo creating millions of accounts to hit targets, etc). These excesses came from the finite mindset promoted by Freidman.
Ethical fading: Retells the story of Wells Fargo focusing too much on new accounts that led thousands of employees to across the country to open accounts fraudulently in order to meet company targets. Ethical fading is a condition in a culture that allows people to act in unethical ways in order to advance their own interests while falsely believing that they have not compromised their principles (132). Organizations with a finite mindset are prone to ethical fading. Companies that focus on short term goals (quarterly or annual profits) place intense pressure to meet those targets and reward those who do, even if corners were cut to do so. Meanwhile, those that acted with integrity are overlooked for advancement.
In the military, there is intense pressure to meet requirements, to do more with less. The result is that is commonplace for soldiers to find creative ways to check the boxes at the expense of the intent behind the task (clicking through computer based training without learning the info they are supposed to convey). Rather than see their actions as cheating or lying, many simply see it as checking the boxes or part of the bureaucratic process of doing what leadership asks them to do. When these seemingly minor transactions become pervasive it is a sign of ethical fading. When we apply finite solutions (CBTs) to fix cultural problems, we often only get more lying and cheating. Little lies become bigger lies as they get normalized (148-149). Ethical fading is a people problem and we need people to be the solution. The best antidote to ethical fading is an infinite mindset. We don鈥檛 learn ethics from CBTs or because it is company policy, we learn it because we are part of something larger and don鈥檛 want to do anything that would detract from the Just Cause (150).
He argues to learn from, not just compete with, our 鈥渨orthy rivals鈥� (another player in the game that we often compare ourselves to): USA vs USSR, Ford vs Toyota being examples. Worthy rivals keep us honest, help us improve, and get better at what we do (163).
He talks about being willing to read the terrain and make an existential shift (his big example being Walt Disney leaving his successful animation industry to open Walt Disney World theme park). Existential flexibility is the capacity to initiate an extreme disruption to a business model in order to advance a Just Cause. An example that failed is Eastman Kodak. They had developed digital photography technology but refused to act on it because they made so much profit off of selling cameras, film, developing film, etc. Had they stuck to their Just Cause (making photography accessible to the common man) instead of their product, they could have remained in the game and been a key player in digital photography instead of a niche company for film photography enthusiasts.
Facebook was an infinite player that is moving towards an finite path. Founded with the Just Cause to 鈥済ive people the power to build community and bring the world together,鈥� today they are embroiled in scandals (violating user privacy, tracking habits, disseminating fake news, using data to maximize advertising profit, etc). Other companies (Microsoft, Walmart, Disney, Ford) all did likewise, though these have returned to their stated purpose according to Sinek (216-217). Others failed to think with an infinite mindset and all but disappeared from the game (Kodak, Garmin, Blockbuster, etc). Leaders who prioritize themselves first, breed employees that do the same.
Parenting is an Infinite Game that too many parents treat as finite. They stress over their child鈥檚 standing or which school they get into more than whether their child is actually learning or growing as a person (222).
October 22, 2019
I got the first warning with Find Your WHY that Sinek's "best before" might be passing but I ignored this warning hoping to find something at the level of Start with WHY or Leaders Eat Last, but this book does not reach to that level. I was annoyed by the fact how the author was conflicting with his own preaching (tolerance and seeking synergies) when coming back again and again to criticize Jack Welch (General Motors), Microsoft (while over-idealizing Apple), Collins and others. In some cases it felt that he was just criticizing without really understanding in wider context what he was talking about (i.e. reproaching Buffet and saying that share buybacks are almost always a bad sign).
Still, some credit should be given here because the infinite/finite mindset model is indeed a different perspective for mental models and helps to explain some important aspects of sustainability. I did like the discussion around CEO role and how COO or CFO should not be seen as the natural career path to CEO (lacking the vision component) but they should be seen as complementing each other. There is a lot of comparison in this book between the infinite and finite mindset but it is lacking a proper toolset to realize it (like Cynefin). It also argues against Moonshots (or BHAG from Collins) and their finite nature, but you do need milestones to strive towards to make your most fundamental WHY actionable.
鈥淭he true value of an organization is measured by the desire others have to contribute to that organization鈥檚 ability to keep succeeding, not just during the time they are there, but well beyond their own tenure.鈥�
Still, some credit should be given here because the infinite/finite mindset model is indeed a different perspective for mental models and helps to explain some important aspects of sustainability. I did like the discussion around CEO role and how COO or CFO should not be seen as the natural career path to CEO (lacking the vision component) but they should be seen as complementing each other. There is a lot of comparison in this book between the infinite and finite mindset but it is lacking a proper toolset to realize it (like Cynefin). It also argues against Moonshots (or BHAG from Collins) and their finite nature, but you do need milestones to strive towards to make your most fundamental WHY actionable.
鈥淭he true value of an organization is measured by the desire others have to contribute to that organization鈥檚 ability to keep succeeding, not just during the time they are there, but well beyond their own tenure.鈥�
November 6, 2019
丕蹖賳 讴鬲丕亘 賮乇丕鬲乇 丕夭 蹖賴 讴鬲丕亘 賲賵賮賯蹖鬲 亘賵丿 倬爻 賱丕夭賲 賲蹖亘蹖賳賲 讴賴 亘乇丕卮 乇蹖賵蹖賵 亘賳賵蹖爻賲.
鬲丕 丕賳鬲賴丕蹖 賮氐賱 郾郯 賴賲賴 趩蹖夭 毓丕賱蹖 亘賵丿. 胤乇丨 丕蹖賳 丕蹖丿賴 讴賴 乇賴亘乇丕賳 亘丕蹖丿 亘賴 趩蹖夭蹖 賵乇丕蹖 倬賵賱 丕賴賲蹖鬲 亘丿賳 賵 丕賵賳 趩蹖夭 賲賴賲 鬲乇 賯丕亍賱 卮丿賳 丕乇夭卮 丕賳爻丕賳蹖 亘乇丕蹖 夭蹖乇丿爻鬲丕賳 赖爻鬲. 蹖讴 乇賴亘乇 賵丕賯毓蹖 亘乇丕蹖 丕乇鬲賯丕蹖 讴蹖賮蹖鬲 賴賲賴 噩丕賳亘賴 蹖 夭賳丿诏蹖 丕賮乇丕丿卮 賲蹖 噩賳诏賴 賵 丿蹖丿卮 亘賴 丕賵賳丕 趩蹖夭蹖 亘蹖卮鬲乇 丕夭 賳蹖乇賵蹖 讴丕乇 賵 丿乇丌賲丿夭丕蹖蹖 赖爻鬲.
賵 丕賲丕 丕夭 丌睾丕夭 賮氐賱 郾郾 亘賴 亘毓丿...
賳賵蹖爻賳丿賴 乇賴亘乇丕賳蹖 乇賵 爻鬲丕蹖卮 賲蹖讴賳賴 讴賴 亘賴 禺賵丿卮賵賳 丕噩丕夭賴 賲蹖丿賳 禺賵丕爻鬲賴 賴丕 賵 丌乇賲丕賳 賴丕蹖 賵丕賱丕蹖 禺賵丿卮賵賳 乇賵 鬲亘丿蹖賱 讴賳賳 亘賴 丌乇賲丕賳 賴丕蹖 讴賱 賲噩賲賵毓賴. 丿乇 丕蹖賳噩丕爻鬲 讴賴 乇賴亘乇 賮乇丕賲賵卮 賲蹖 讴賳賴 讴賴 丿乇賵丕賯毓 丕蹖賳 噩丕賲毓賴 蹖 讴丕乇賲賳丿丕賳 賴爻鬲 讴賴 亘丕蹖丿 丿乇賲賵乇丿 爻賲鬲 賵 爻賵蹖 爻丕夭賲丕賳 鬲氐賲蹖賲 亘诏蹖乇賴 賵 乇賴亘乇 鬲賳賴丕 賵馗蹖賮賴 蹖 丨乇讴鬲 丿丕丿賳 噩丕賲毓賴 丿乇 乇丕爻鬲丕蹖 丕蹖賳 噩賴鬲 乇賵 丿丕乇賴. 蹖讴 乇賴亘乇 賵丕賯毓蹖 丿乇 賲賵丕噩賴 卮丿賳 亘丕 蹖讴 丕乇夭卮 丿乇禺卮丕賳 亘丕蹖丿 丕亘鬲丿丕 丿乇 睾丕賱亘 蹖讴 乇丕蹖 诏蹖乇蹖 鬲氐賲蹖賲 乇賵 亘爻倬乇賴 亘賴 丕賮乇丕丿卮 趩賵賳 丕賵賳賴丕 賴爻鬲賳 讴賴 丿乇賳賴丕蹖鬲 亘丕蹖丿 亘丕乇 毓賵丕賯亘 讴丕乇 乇賵 亘賴 丿賵卮 亘讴卮賳. 丕賱亘鬲賴 讴賴 賳賵蹖爻賳丿賴 禺蹖賱蹖 丿乇賲賵乇丿 賮賱爻賮賴 蹖 乇賴亘乇蹖 賳賲蹖 丿賵賳賴 蹖丕 丨丿丕賯賱 趩蹖夭蹖 丿乇賲賵乇丿 丌乇賲丕賳 賴丕蹖 丕賲丕賲 乇丕丨賱 賳賲蹖丿賵賳賴! 賵 丕蹖賳 讴賴 趩賳蹖賳 乇賴亘乇丕賳蹖 鬲丕 趩賴 丨丿 賲爻蹖乇 乇賵 诏賲 讴乇丿賳...
亘丕 丕蹖賳 丨丕賱 賲蹖鬲賵賳賲 亘诏賲 讴賴 毓賲蹖賯 鬲乇蹖賳 讴鬲丕亘 賲賵賮賯蹖鬲 賲丿蹖乇蹖鬲蹖 亘賵丿 讴賴 禺賵賳丿賲. 賳鬲蹖噩鬲丕 鄄.鄣 蹖丕 賳賴丕蹖鬲丕 鄢 爻鬲丕乇賴.
鬲丕 丕賳鬲賴丕蹖 賮氐賱 郾郯 賴賲賴 趩蹖夭 毓丕賱蹖 亘賵丿. 胤乇丨 丕蹖賳 丕蹖丿賴 讴賴 乇賴亘乇丕賳 亘丕蹖丿 亘賴 趩蹖夭蹖 賵乇丕蹖 倬賵賱 丕賴賲蹖鬲 亘丿賳 賵 丕賵賳 趩蹖夭 賲賴賲 鬲乇 賯丕亍賱 卮丿賳 丕乇夭卮 丕賳爻丕賳蹖 亘乇丕蹖 夭蹖乇丿爻鬲丕賳 赖爻鬲. 蹖讴 乇賴亘乇 賵丕賯毓蹖 亘乇丕蹖 丕乇鬲賯丕蹖 讴蹖賮蹖鬲 賴賲賴 噩丕賳亘賴 蹖 夭賳丿诏蹖 丕賮乇丕丿卮 賲蹖 噩賳诏賴 賵 丿蹖丿卮 亘賴 丕賵賳丕 趩蹖夭蹖 亘蹖卮鬲乇 丕夭 賳蹖乇賵蹖 讴丕乇 賵 丿乇丌賲丿夭丕蹖蹖 赖爻鬲.
賵 丕賲丕 丕夭 丌睾丕夭 賮氐賱 郾郾 亘賴 亘毓丿...
賳賵蹖爻賳丿賴 乇賴亘乇丕賳蹖 乇賵 爻鬲丕蹖卮 賲蹖讴賳賴 讴賴 亘賴 禺賵丿卮賵賳 丕噩丕夭賴 賲蹖丿賳 禺賵丕爻鬲賴 賴丕 賵 丌乇賲丕賳 賴丕蹖 賵丕賱丕蹖 禺賵丿卮賵賳 乇賵 鬲亘丿蹖賱 讴賳賳 亘賴 丌乇賲丕賳 賴丕蹖 讴賱 賲噩賲賵毓賴. 丿乇 丕蹖賳噩丕爻鬲 讴賴 乇賴亘乇 賮乇丕賲賵卮 賲蹖 讴賳賴 讴賴 丿乇賵丕賯毓 丕蹖賳 噩丕賲毓賴 蹖 讴丕乇賲賳丿丕賳 賴爻鬲 讴賴 亘丕蹖丿 丿乇賲賵乇丿 爻賲鬲 賵 爻賵蹖 爻丕夭賲丕賳 鬲氐賲蹖賲 亘诏蹖乇賴 賵 乇賴亘乇 鬲賳賴丕 賵馗蹖賮賴 蹖 丨乇讴鬲 丿丕丿賳 噩丕賲毓賴 丿乇 乇丕爻鬲丕蹖 丕蹖賳 噩賴鬲 乇賵 丿丕乇賴. 蹖讴 乇賴亘乇 賵丕賯毓蹖 丿乇 賲賵丕噩賴 卮丿賳 亘丕 蹖讴 丕乇夭卮 丿乇禺卮丕賳 亘丕蹖丿 丕亘鬲丿丕 丿乇 睾丕賱亘 蹖讴 乇丕蹖 诏蹖乇蹖 鬲氐賲蹖賲 乇賵 亘爻倬乇賴 亘賴 丕賮乇丕丿卮 趩賵賳 丕賵賳賴丕 賴爻鬲賳 讴賴 丿乇賳賴丕蹖鬲 亘丕蹖丿 亘丕乇 毓賵丕賯亘 讴丕乇 乇賵 亘賴 丿賵卮 亘讴卮賳. 丕賱亘鬲賴 讴賴 賳賵蹖爻賳丿賴 禺蹖賱蹖 丿乇賲賵乇丿 賮賱爻賮賴 蹖 乇賴亘乇蹖 賳賲蹖 丿賵賳賴 蹖丕 丨丿丕賯賱 趩蹖夭蹖 丿乇賲賵乇丿 丌乇賲丕賳 賴丕蹖 丕賲丕賲 乇丕丨賱 賳賲蹖丿賵賳賴! 賵 丕蹖賳 讴賴 趩賳蹖賳 乇賴亘乇丕賳蹖 鬲丕 趩賴 丨丿 賲爻蹖乇 乇賵 诏賲 讴乇丿賳...
亘丕 丕蹖賳 丨丕賱 賲蹖鬲賵賳賲 亘诏賲 讴賴 毓賲蹖賯 鬲乇蹖賳 讴鬲丕亘 賲賵賮賯蹖鬲 賲丿蹖乇蹖鬲蹖 亘賵丿 讴賴 禺賵賳丿賲. 賳鬲蹖噩鬲丕 鄄.鄣 蹖丕 賳賴丕蹖鬲丕 鄢 爻鬲丕乇賴.
January 26, 2020
I put it down about a 3rd of a way in, didn't finish.
I wanted to like it. I like to watch Simon's talks at conferences.
I saw him talk about the concept 2 year ago and loved it, still do.
But he lost me already on the second paragraph of the book.
I like the opposing concepts of infinite and finite mind sets. I like how it adds another layer to the Why. But for some reason he decided that the Why and the 'just cause' (driver behind infinite mind set) are totally different things. I didn't get that. In one of the pre-book talks he actually said, they are the same, but by the time it went to print, he had changed his mind.
It just felt so .. forced, so sucked out of the pen (as the saying where I'm from).
Perhaps my expectations were too high, being in the preorder list for what felt like a year.
I'd just recommend this video instead:
I wanted to like it. I like to watch Simon's talks at conferences.
I saw him talk about the concept 2 year ago and loved it, still do.
But he lost me already on the second paragraph of the book.
I like the opposing concepts of infinite and finite mind sets. I like how it adds another layer to the Why. But for some reason he decided that the Why and the 'just cause' (driver behind infinite mind set) are totally different things. I didn't get that. In one of the pre-book talks he actually said, they are the same, but by the time it went to print, he had changed his mind.
It just felt so .. forced, so sucked out of the pen (as the saying where I'm from).
Perhaps my expectations were too high, being in the preorder list for what felt like a year.
I'd just recommend this video instead:
January 8, 2021
Amazingly inspirational, as everything that comes from Simon Sinek is. All concepts he introduces seem so straightforward, yet it's mindboggling how far they are from the reality we live in.
The main idea of the book is that unlike finite games where we fight to win, life and business are an infinite game. There can't be a winner in an infinite game. It's impossible to be the best, you can just strive to continuously become better.
The book shifts the perspective from looking at competitors as someone who can beat you, to looking at them as the rivals that help you deliver your vision and grow. From this perspective, you can never achieve the end - instead, you keep working on delivering your vision regardless of how the circumstances change. Companies that embrace this perspective become resilient to market disruptions and thrive with every change.
The main idea of the book is that unlike finite games where we fight to win, life and business are an infinite game. There can't be a winner in an infinite game. It's impossible to be the best, you can just strive to continuously become better.
The book shifts the perspective from looking at competitors as someone who can beat you, to looking at them as the rivals that help you deliver your vision and grow. From this perspective, you can never achieve the end - instead, you keep working on delivering your vision regardless of how the circumstances change. Companies that embrace this perspective become resilient to market disruptions and thrive with every change.
December 27, 2019
This book is by far the best one coming out of the author. If "Start with WHY" can be summarized in 20 minute video (Check Simon's TEDx video with the same title) "The Infinite Game" is way, way deeper and more meaningful. It hits important ideas like "vision" and "values" from the management perspective. There are no repetitive examples and stories, the summaries are simple and straight-forward and I am simply blown away by the first listen (I'm an audiobook enthusiast), I can wait to start over again with a pen and paper as there are plenty of stuff that I need to get my head around written inside.
I highly recommend that you read and try to comprehend the idea about "the infinite game".
I highly recommend that you read and try to comprehend the idea about "the infinite game".
December 6, 2019
賲賳 亘乇丕蹖 乇丿诏蹖乇蹖 賲胤丕賱亘 賲賴賲 賵 鬲丕孬蹖乇诏匕丕乇 讴鬲丕亘鈥屬囏з� 鬲賵卮賵賳 讴賳丕乇 倬丕乇丕诏乇丕賮鈥屬囏� 賳賯胤賴 賵 爻鬲丕乇賴 賲蹖鈥屫藏ж辟�. 蹖讴蹖 丿賵 爻賴 賳賯胤賴貙 蹖讴蹖 丿賵 爻賴 爻鬲丕乇賴 賵 丕蹖賳丕.
丕蹖賳 讴鬲丕亘 丕夭 丕蹖賳 倬丕乇丕诏乇丕賮鈥屬囏� 亘乇丕蹖 賲賳 禺蹖賱蹖 讴賲 丿丕卮鬲. 卮丕蹖丿 夭賵丿鬲乇 丕夭 賲賵毓丿 禺賵賳丿賲. 趩賵賳 丌丿賲蹖 賲孬賱 賲氐胤賮蹖 賳賯蹖鈥屬举堌� 讴賴 鬲噩乇亘賴 丿丕卮鬲賳 丕賵賳 賴賲賴 讴爻亘鈥屬堏┴ж� 賵 賲丿蹖乇蹖鬲卮賵賳 乇賵 丿丕乇賴 賲蹖鈥屭佖� 倬丕乇丕诏乇丕賮 亘賴 倬丕乇丕诏乇丕賮 丕蹖賳 讴鬲丕亘 丕乇夭卮賲賳丿賴.
丕蹖丿賴 讴賱蹖 讴鬲丕亘 賴賲賵賳 鬲賮丕賵鬲 賳诏丕賴 賲丨丿賵丿 賵 賳丕賲丨丿賵丿 亘賴 賮毓丕賱蹖鬲鈥屬囏й� 亘夭乇诏 (讴爻亘鈥屬堏┴ж辟囏� 賵 夭賳丿诏蹖 賵 賲賵丕乇丿 賲卮丕亘賴) 丕爻鬲.
蹖賴 丨爻 賲賳賮蹖 讴賴 亘賴 讴鬲丕亘 丿丕卮鬲賲貙 賮讴乇 讴乇丿賲 讴賴 賲賵丕乇丿 禺蹖賱蹖 夭蹖丕丿 賵 丿賵乇蹖 乇賵 亘賴 賳诏丕賴 賳丕賲丨丿賵丿 乇亘胤 丿丕丿賴 亘賵丿. 鬲賵 賴賲賴 讴鬲丕亘鈥屬囏� 丕蹖賳 賲賵囟賵毓 賴爻鬲貙 丕蹖賳 讴賴 賲夭丕蹖丕蹖 賲鬲毓丿丿蹖 乇賵 亘賴 丕爻鬲賮丕丿賴 丕夭 賲賮賴賵賲蹖 讴賴 賲蹖诏賳 賲乇鬲亘胤 讴賳賳丿. 丕賲丕 丿蹖诏賴 丕蹖賳噩丕 賮讴乇 讴賳賲 夭蹖丕丿蹖 亘賵丿.
丕蹖賳 讴鬲丕亘 丕夭 丕蹖賳 倬丕乇丕诏乇丕賮鈥屬囏� 亘乇丕蹖 賲賳 禺蹖賱蹖 讴賲 丿丕卮鬲. 卮丕蹖丿 夭賵丿鬲乇 丕夭 賲賵毓丿 禺賵賳丿賲. 趩賵賳 丌丿賲蹖 賲孬賱 賲氐胤賮蹖 賳賯蹖鈥屬举堌� 讴賴 鬲噩乇亘賴 丿丕卮鬲賳 丕賵賳 賴賲賴 讴爻亘鈥屬堏┴ж� 賵 賲丿蹖乇蹖鬲卮賵賳 乇賵 丿丕乇賴 賲蹖鈥屭佖� 倬丕乇丕诏乇丕賮 亘賴 倬丕乇丕诏乇丕賮 丕蹖賳 讴鬲丕亘 丕乇夭卮賲賳丿賴.
丕蹖丿賴 讴賱蹖 讴鬲丕亘 賴賲賵賳 鬲賮丕賵鬲 賳诏丕賴 賲丨丿賵丿 賵 賳丕賲丨丿賵丿 亘賴 賮毓丕賱蹖鬲鈥屬囏й� 亘夭乇诏 (讴爻亘鈥屬堏┴ж辟囏� 賵 夭賳丿诏蹖 賵 賲賵丕乇丿 賲卮丕亘賴) 丕爻鬲.
蹖賴 丨爻 賲賳賮蹖 讴賴 亘賴 讴鬲丕亘 丿丕卮鬲賲貙 賮讴乇 讴乇丿賲 讴賴 賲賵丕乇丿 禺蹖賱蹖 夭蹖丕丿 賵 丿賵乇蹖 乇賵 亘賴 賳诏丕賴 賳丕賲丨丿賵丿 乇亘胤 丿丕丿賴 亘賵丿. 鬲賵 賴賲賴 讴鬲丕亘鈥屬囏� 丕蹖賳 賲賵囟賵毓 賴爻鬲貙 丕蹖賳 讴賴 賲夭丕蹖丕蹖 賲鬲毓丿丿蹖 乇賵 亘賴 丕爻鬲賮丕丿賴 丕夭 賲賮賴賵賲蹖 讴賴 賲蹖诏賳 賲乇鬲亘胤 讴賳賳丿. 丕賲丕 丿蹖诏賴 丕蹖賳噩丕 賮讴乇 讴賳賲 夭蹖丕丿蹖 亘賵丿.
February 7, 2020
Sinek gives powerful and encouraging words to addressing the tension felt in profit driven leadership and argues for a human centered mindset that orbits around vision and mission, what he calls a "Just Cause". This book is for you if you ever longed or dreamed to be a different type of leader who does more than excel at corporate growth, but to be a leader who moves others to the most good.
I highly recommend The Infinite Game by Simon Sinek.
I highly recommend The Infinite Game by Simon Sinek.
June 1, 2020
I don't normally like business inspiration books, but The Infinite Game doesn't hold back. It's not a list of great CEOs, it's a list of the worst CEOs and how we can learn from their mistakes. What a fascinating angle and book. Give it a read.
February 1, 2020
Loved the ideas in this book, & plan on re-reading it so I can absorb more. Especially now withbthe climate challenges facing our world, an infinite mindset is imperative.
July 12, 2023
I really liked the way Simon Sinek explains why it is so important Having an infinite mindset and avoiding short term goals鈥�
December 18, 2019
This is such a well-timed book for the internship I have right now because I can see how the company is playing the game they are in. All the case studies in this book reinforce the idea of having an approach to the business your in as an infinite game. This goes contrary to what most businesses do and what seems logical, that nothing lasts forever and milk it for all its worth. Plus you add variables like pleasing the shareholders who seek appreciation and dividends on their investments, and that makes the game more short term and finite. There are also case studies that display the bad that can happen when you play the game as if it is a finite game.
Most good advice is contrarian and this philosophy will be something difficult to implement due to it being a long term play. Not everyone is going to want to play the game as if it was infinite. But if the majority of the employees, especially the leadership of the company, approach their work with an infinite game mentality, then you have an advantage. To have a competitive advantage is the holy grail for a company and if a company can sustain that infinite game mentality in an organized way, they will attain the competitive advantage they seek.
Most good advice is contrarian and this philosophy will be something difficult to implement due to it being a long term play. Not everyone is going to want to play the game as if it was infinite. But if the majority of the employees, especially the leadership of the company, approach their work with an infinite game mentality, then you have an advantage. To have a competitive advantage is the holy grail for a company and if a company can sustain that infinite game mentality in an organized way, they will attain the competitive advantage they seek.
October 10, 2023
亘丕爻賲赖
馃敯 丕爻賲 芦爻丕蹖賲賵賳 爻蹖賳讴禄 乇賵 丕賵賱蹖賳 亘丕乇 爻乇 蹖讴蹖 丕夭 讴賱丕爻鈥屬囏й� 丕乇卮丿 卮賳蹖丿賲. 丕爻鬲丕丿 丿乇爻 賲賴賳丿爻蹖 賵 賲丿蹖乇蹖鬲 讴蹖賮蹖鬲 鬲賵氐蹖賴 讴乇丿賳 亘賴 禺賵賳丿賳 讴鬲丕亘鈥屬囏й屰� 丕夭 丕蹖卮賵賳 賵 趩賳鬲丕 賴賲 鬲丨賯蹖賯 丿乇 诏匕丕卮鬲賳 賵 丕蹖賳 賲賵丕乇丿.
馃敯 賯亘賱丕賸 丕爻賲 讴鬲丕亘 芦乇賴亘乇丕賳 丌禺乇 睾匕丕 賲蹖鈥屫堌辟嗀� 乇賵 丕夭 賴賲蹖賳 賳賵蹖爻賳丿賴 卮賳蹖丿賴 亘賵丿賲貨 賵賱蹖 亘丕 鬲賵噩賴 亘賴 鬲噩乇亘蹖丕鬲 賲賳賮蹖 讴賴 丕夭 禺賵賳丿賳 讴鬲丕亘鈥屬囏й屰� 倬乇胤賲胤乇丕賯 賵 讴賲 賲丨鬲賵丕蹖蹖 亘丕 丕蹖賳 毓賳丕賵蹖賳 丿丕卮鬲賲貙 爻賲鬲卮 賳乇賮鬲賴 亘賵丿賲.听
馃敯 亘丕夭蹖 亘蹖 賳賴丕蹖鬲! 毓賳賵丕賳 賵 鬲賵囟蹖丨丕鬲 丕蹖賳 讴鬲丕亘 亘乇丕賲 噩丕賱亘 亘賵丿貨 賵賱蹖 丕賵賳 亘丿亘蹖賳蹖 讴賱蹖 乇賵 賴賲趩賳丕賳 丨賮馗 讴乇丿賴 亘賵丿賲 賵 亘蹖卮鬲乇 丿賳亘丕賱 賳賯丕胤蹖 亘賵丿賲 讴賴 亘诏賲: 芦賲蹖鈥屫堎嗀池� 亘賴 丿乇丿 賳賲蹖鈥屫堌辟嚶� 賵 鬲賲丕賲. 丕賳氐丕賮丕賸 丕賵丕蹖賱 讴鬲丕亘 賴賲 蹖賴 噩丕賴丕蹖蹖 丿丕卮鬲 丕蹖賳胤賵乇蹖 賲蹖鈥屫簇� 馃槀
馃敯 賴乇趩賯丿乇 噩賱賵鬲乇 乇賮鬲貙 丕蹖丿賴 乇賵 亘賴鬲乇 丕夭 丌亘 賵 诏賱 丿乇丌賵乇丿 賵 賲胤乇丨 讴乇丿. 噩匕丕亘 賵 噩匕丕亘鈥屫�! 賳诏丕賴 丕賳爻丕賳蹖 賵 賵丕賯毓蹖 亘賴 丕賯鬲氐丕丿 賵 夭賳丿诏蹖 讴賴 丿賴賴鈥屬囏ж池� 亘賴 丕爻賲 丕蹖丿賴 丌賱 诏乇丕蹖蹖 讴賳丕乇 诏匕丕卮鬲賴 卮丿賴...
馃敯 讴賱丕賸 讴賴 禺蹖賱蹖 禺賵亘賴貨 賵賱蹖 賮氐賱 芦夭賵丕賱 丕禺賱丕賯蹖禄 丿乇爻鈥屬囏й� 夭蹖丕丿蹖 丿丕卮鬲 亘乇丕蹖 禺賵丿賲.听
馃敯 蹖讴蹖 丕夭 丿賵爻鬲丕賳蹖 讴賴 讴鬲丕亘鈥屬囏й� 賯亘賱蹖 丕蹖卮賵賳 乇賵 禺賵賳丿賴 亘賵丿 賵 亘禺卮蹖 丕夭 丕蹖賳 讴鬲丕亘 乇賵 禺賵賳丿貙 丕卮丕乇賴 丿丕卮鬲 讴賴 賯賱賲 賵 賲賮丕賴蹖賲 爻蹖賳讴 丿乇 丕蹖賳 讴鬲丕亘 禺蹖賱蹖 倬禺鬲賴鈥屫� 賴賲 卮丿賴 讴賴 賳卮賵賳 賲蹖鈥屫� 乇卮丿 亘乇丕蹖 賴賲賴 丕丿丕賲賴 丿丕乇賴 馃槉
馃敯 丨鬲賲丕賸 鬲賵氐蹖賴 賲蹖鈥屭┵嗁� 亘禺賵賳丿蹖卮! 賮讴乇 賳讴賳蹖賳 讴賴 丕蹖賳 丨乇賮鈥屬囏� 賴蹖趩賵賯鬲 丕噩乇丕 賳賲蹖卮賴! 丿賵爻鬲 丨賯賵賯 禺賵丕賳丿賴 丕蹖 丿乇 爻賮乇 趩賳丿 乇賵夭 诏匕卮鬲賴 倬蹖丿丕 讴乇丿賲 讴賴 乇賵賳丿 賵丨丿鬲 乇賵蹖賴 丌乇丕 賯囟丕蹖蹖 賵 讴賳賵丕賳爻蹖賵賳 卮丿賳 賵 賮乇丕诏蹖乇蹖 丕賵賳丕 乇賵 亘乇丕賲 鬲賵囟蹖丨 丿丕丿貨 丕賱诏賵蹖蹖 讴賴 亘丕 丕賳丿讴蹖 鬲賮丕賵鬲 丿乇 丕讴孬乇 賲賵丕乇丿 賴賲蹖賳鈥屫焚堌辟�. 倬爻 丕賲讴丕賳卮 賴爻鬲 丌蹖賳丿賴 乇賵 亘賴鬲乇 讴乇丿!
倬.賳: 禺蹖賱蹖 胤賵賱 讴卮蹖丿 趩賵賳 賵爻胤卮 蹖賴 乇賮鬲 賵 亘乇诏卮鬲 爻賮乇 胤賵賱丕賳蹖 賵 亘蹖賲丕乇蹖 賵... 丕賮鬲丕丿. 讴鬲丕亘賲 賴賲 蹖賴 丌爻蹖亘蹖 丿蹖丿 讴賴 讴賲乇賲 卮讴爻鬲 馃ゲ
馃敯 丕爻賲 芦爻丕蹖賲賵賳 爻蹖賳讴禄 乇賵 丕賵賱蹖賳 亘丕乇 爻乇 蹖讴蹖 丕夭 讴賱丕爻鈥屬囏й� 丕乇卮丿 卮賳蹖丿賲. 丕爻鬲丕丿 丿乇爻 賲賴賳丿爻蹖 賵 賲丿蹖乇蹖鬲 讴蹖賮蹖鬲 鬲賵氐蹖賴 讴乇丿賳 亘賴 禺賵賳丿賳 讴鬲丕亘鈥屬囏й屰� 丕夭 丕蹖卮賵賳 賵 趩賳鬲丕 賴賲 鬲丨賯蹖賯 丿乇 诏匕丕卮鬲賳 賵 丕蹖賳 賲賵丕乇丿.
馃敯 賯亘賱丕賸 丕爻賲 讴鬲丕亘 芦乇賴亘乇丕賳 丌禺乇 睾匕丕 賲蹖鈥屫堌辟嗀� 乇賵 丕夭 賴賲蹖賳 賳賵蹖爻賳丿賴 卮賳蹖丿賴 亘賵丿賲貨 賵賱蹖 亘丕 鬲賵噩賴 亘賴 鬲噩乇亘蹖丕鬲 賲賳賮蹖 讴賴 丕夭 禺賵賳丿賳 讴鬲丕亘鈥屬囏й屰� 倬乇胤賲胤乇丕賯 賵 讴賲 賲丨鬲賵丕蹖蹖 亘丕 丕蹖賳 毓賳丕賵蹖賳 丿丕卮鬲賲貙 爻賲鬲卮 賳乇賮鬲賴 亘賵丿賲.听
馃敯 亘丕夭蹖 亘蹖 賳賴丕蹖鬲! 毓賳賵丕賳 賵 鬲賵囟蹖丨丕鬲 丕蹖賳 讴鬲丕亘 亘乇丕賲 噩丕賱亘 亘賵丿貨 賵賱蹖 丕賵賳 亘丿亘蹖賳蹖 讴賱蹖 乇賵 賴賲趩賳丕賳 丨賮馗 讴乇丿賴 亘賵丿賲 賵 亘蹖卮鬲乇 丿賳亘丕賱 賳賯丕胤蹖 亘賵丿賲 讴賴 亘诏賲: 芦賲蹖鈥屫堎嗀池� 亘賴 丿乇丿 賳賲蹖鈥屫堌辟嚶� 賵 鬲賲丕賲. 丕賳氐丕賮丕賸 丕賵丕蹖賱 讴鬲丕亘 賴賲 蹖賴 噩丕賴丕蹖蹖 丿丕卮鬲 丕蹖賳胤賵乇蹖 賲蹖鈥屫簇� 馃槀
馃敯 賴乇趩賯丿乇 噩賱賵鬲乇 乇賮鬲貙 丕蹖丿賴 乇賵 亘賴鬲乇 丕夭 丌亘 賵 诏賱 丿乇丌賵乇丿 賵 賲胤乇丨 讴乇丿. 噩匕丕亘 賵 噩匕丕亘鈥屫�! 賳诏丕賴 丕賳爻丕賳蹖 賵 賵丕賯毓蹖 亘賴 丕賯鬲氐丕丿 賵 夭賳丿诏蹖 讴賴 丿賴賴鈥屬囏ж池� 亘賴 丕爻賲 丕蹖丿賴 丌賱 诏乇丕蹖蹖 讴賳丕乇 诏匕丕卮鬲賴 卮丿賴...
馃敯 讴賱丕賸 讴賴 禺蹖賱蹖 禺賵亘賴貨 賵賱蹖 賮氐賱 芦夭賵丕賱 丕禺賱丕賯蹖禄 丿乇爻鈥屬囏й� 夭蹖丕丿蹖 丿丕卮鬲 亘乇丕蹖 禺賵丿賲.听
馃敯 蹖讴蹖 丕夭 丿賵爻鬲丕賳蹖 讴賴 讴鬲丕亘鈥屬囏й� 賯亘賱蹖 丕蹖卮賵賳 乇賵 禺賵賳丿賴 亘賵丿 賵 亘禺卮蹖 丕夭 丕蹖賳 讴鬲丕亘 乇賵 禺賵賳丿貙 丕卮丕乇賴 丿丕卮鬲 讴賴 賯賱賲 賵 賲賮丕賴蹖賲 爻蹖賳讴 丿乇 丕蹖賳 讴鬲丕亘 禺蹖賱蹖 倬禺鬲賴鈥屫� 賴賲 卮丿賴 讴賴 賳卮賵賳 賲蹖鈥屫� 乇卮丿 亘乇丕蹖 賴賲賴 丕丿丕賲賴 丿丕乇賴 馃槉
馃敯 丨鬲賲丕賸 鬲賵氐蹖賴 賲蹖鈥屭┵嗁� 亘禺賵賳丿蹖卮! 賮讴乇 賳讴賳蹖賳 讴賴 丕蹖賳 丨乇賮鈥屬囏� 賴蹖趩賵賯鬲 丕噩乇丕 賳賲蹖卮賴! 丿賵爻鬲 丨賯賵賯 禺賵丕賳丿賴 丕蹖 丿乇 爻賮乇 趩賳丿 乇賵夭 诏匕卮鬲賴 倬蹖丿丕 讴乇丿賲 讴賴 乇賵賳丿 賵丨丿鬲 乇賵蹖賴 丌乇丕 賯囟丕蹖蹖 賵 讴賳賵丕賳爻蹖賵賳 卮丿賳 賵 賮乇丕诏蹖乇蹖 丕賵賳丕 乇賵 亘乇丕賲 鬲賵囟蹖丨 丿丕丿貨 丕賱诏賵蹖蹖 讴賴 亘丕 丕賳丿讴蹖 鬲賮丕賵鬲 丿乇 丕讴孬乇 賲賵丕乇丿 賴賲蹖賳鈥屫焚堌辟�. 倬爻 丕賲讴丕賳卮 賴爻鬲 丌蹖賳丿賴 乇賵 亘賴鬲乇 讴乇丿!
倬.賳: 禺蹖賱蹖 胤賵賱 讴卮蹖丿 趩賵賳 賵爻胤卮 蹖賴 乇賮鬲 賵 亘乇诏卮鬲 爻賮乇 胤賵賱丕賳蹖 賵 亘蹖賲丕乇蹖 賵... 丕賮鬲丕丿. 讴鬲丕亘賲 賴賲 蹖賴 丌爻蹖亘蹖 丿蹖丿 讴賴 讴賲乇賲 卮讴爻鬲 馃ゲ
March 22, 2020
Well written with lots of good advice, as usual. In this book, Simon Sinek is not trying to make a point or "win" the argument, he is simply trying to share with his readers his vision of a world where everyone feels happy and fulfilled.
Once he explains what an "infinite mindset" leader is and how she thinks, he moves on to provide several traps and landmines of trying to operate with an infinite mindset in a world that is largely "finite minded". The traps are often set by our own tendencies and additions. He provides great examples, some from his own experience, on how a person who wants to have an infinite mindset could reframe their problems and thoughts in order to see them in light of what he calls the Just Cause, i.e. their vision for a very distant future.
I wish he could have spent a bit more time explaining how a infinite-minded-wannabe can engage and work with a finite mindset person. The reality for most of us is that we're all surrounded by both finite and infinite mindset people and we can't just stop interacting with the finite minded ones.
Once he explains what an "infinite mindset" leader is and how she thinks, he moves on to provide several traps and landmines of trying to operate with an infinite mindset in a world that is largely "finite minded". The traps are often set by our own tendencies and additions. He provides great examples, some from his own experience, on how a person who wants to have an infinite mindset could reframe their problems and thoughts in order to see them in light of what he calls the Just Cause, i.e. their vision for a very distant future.
I wish he could have spent a bit more time explaining how a infinite-minded-wannabe can engage and work with a finite mindset person. The reality for most of us is that we're all surrounded by both finite and infinite mindset people and we can't just stop interacting with the finite minded ones.
August 29, 2021
Recenzia pe blog:
芦Jocul infinit禄 este o carte pe care dac膬 a葯 fi citit-o 卯n urm膬 cu 10 ani sunt sigur c膬 n-a葯 fi acceptat dou膬 dintre locurile de munc膬 pe care le-am avut. Sau a葯 fi f膬cut lucrurile cu totul altfel 卯n cadrul companiilor respective. Mai mult dec芒t at芒t, am realizat c膬 n-a葯 fi avut nici (cel pu葲in) dou膬 dintre rela葲iile personale. Este o carte pe care o recomand cu ambele m芒ini.
Este o carte care pe mine m-ar fi ajutat s膬 (m膬) 卯n葲eleg mai bine 葯i s膬-mi ascult mai des instinctele, f膬r膬 s膬 aflu the hard way anumite ac葲iuni ale oamenilor cu care am intrat 卯n contact, pentru a le a葯eza frumos Sinek, ani mai t芒rziu, ca tac芒murile la un restaurant de 5* pentru un buzoian care ar fi folosit 卯n continuare un cu葲it de pe葯te la desert doar pentru c膬 e mai lat.
芦Jocul infinit禄 este o carte pe care dac膬 a葯 fi citit-o 卯n urm膬 cu 10 ani sunt sigur c膬 n-a葯 fi acceptat dou膬 dintre locurile de munc膬 pe care le-am avut. Sau a葯 fi f膬cut lucrurile cu totul altfel 卯n cadrul companiilor respective. Mai mult dec芒t at芒t, am realizat c膬 n-a葯 fi avut nici (cel pu葲in) dou膬 dintre rela葲iile personale. Este o carte pe care o recomand cu ambele m芒ini.
Este o carte care pe mine m-ar fi ajutat s膬 (m膬) 卯n葲eleg mai bine 葯i s膬-mi ascult mai des instinctele, f膬r膬 s膬 aflu the hard way anumite ac葲iuni ale oamenilor cu care am intrat 卯n contact, pentru a le a葯eza frumos Sinek, ani mai t芒rziu, ca tac芒murile la un restaurant de 5* pentru un buzoian care ar fi folosit 卯n continuare un cu葲it de pe葯te la desert doar pentru c膬 e mai lat.
November 1, 2021
Decent point but did we need an entire book on it? Not really. A Ted Talk would have sufficed.
Basically you can't "win" in life or in business. It's not about "finishing" it's more about the perpetual adaptation, and growth.
Not to compare and react to competitions but to gain insights from them and grow together. Like how IBM or Microsoft was reactive to Apple instead of being proactive. You can't win by being reactive anyways.
Life and business is infinite, it never ends it only grows and adapts, and if it doesn't it will surely be the end.
Seeing your competitors is a closed minded, scarcity mindset thinking. It's not like someone will only read one book, or watch one tv show etc they can read or watch multiple so why bother trying to be the best or #1.
Basically you can't "win" in life or in business. It's not about "finishing" it's more about the perpetual adaptation, and growth.
Not to compare and react to competitions but to gain insights from them and grow together. Like how IBM or Microsoft was reactive to Apple instead of being proactive. You can't win by being reactive anyways.
Life and business is infinite, it never ends it only grows and adapts, and if it doesn't it will surely be the end.
Seeing your competitors is a closed minded, scarcity mindset thinking. It's not like someone will only read one book, or watch one tv show etc they can read or watch multiple so why bother trying to be the best or #1.
November 8, 2021
I would say that's the best book from the author so far. I wasn't familiar with the concept of finite vs. infinite game and respectively finite vs. infinite mindset. The author's representation of former concepts really inspired and clicked with me. I could say that those ideas are not new. I've thought about them, but in this book, they're presented in a different context: the business, leadership, and management of companies. This was useful because it gave me a different angle to look at things, and I think that's one of the vital things that a good book should give you - a wider perspective of the world. I'm giving 4 out of 5 stars because there were too many case studies with unnecessary information to grasp the ideas.
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