The Infinite Game

by Simon Sinek

to succeed in the Infinite Game of business, we have to stop thinking about who wins or who’s the best and start thinking about how to build organizations that are strong enough and healthy enough to stay in the game for many generations to come.

The true value of an organization is measured by the desire others have to contribute to that organization’s ability to keep succeeding, not just during the time they are there, but well beyond their own tenure.

Any leader who wants to adopt an infinite mindset must follow five essential practices: Advance a Just Cause Build Trusting Teams Study your Worthy Rivals Prepare for Existential Flexibility Demonstrate the Courage to Lead

A Just Cause is a specific vision of a future state that does not yet exist; a future state so appealing that people are willing to make sacrifices in order to help advance toward that vision.

my WHY is to inspire people to do what inspires them so that together we can each change our world for the better.

My Just Cause is to build a world in which the vast majority of people wake up inspired, feel safe at work and return home fulfilled at the end of the day, and I am looking for as many people as possible who will join me in this Cause.

When the Founding Fathers of the United States declared independence from Great Britain, for example, they knew that such a radical act would require a statement of Just Cause. “We hold these truths to be self-evident, that all men are created equal,” they wrote in the Declaration of Independence,

A Just Cause must be: For something—affirmative and optimistic Inclusive—open to all those who would like to contribute Service oriented—for the primary benefit of others Resilient—able to endure political, technological and cultural change Idealistic—big, bold and ultimately unachievable

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.” For customers and investors, this the root of love and loyalty for the organization itself.

they strive to be “better.” “Better” suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey. “Better,” in the Infinite Game, is better than “best.”

“Throughout the day, managers will walk past me and ask me how I’m doing, ask me if there is anything I need, anything they can do to help. Not just my manager . . . any manager.

“Trust is the stacking and layering of small moments and reciprocal vulnerability over time,”

“Trust and vulnerability grow together, and to betray one is to destroy both.”

leaders are not responsible for the results, leaders are responsible for the people who are responsible for the results.

recognizes this and understands that its pursuit of the Just Cause is a journey of constant self-improvement.

constant improvement refers to every facet of their organization, including their culture and the standards by which their culture operates. This is what helps them maintain a culture of high ethical standards. Patagonia is not driven to be the best, they are driven to be better.

trust is not built by pressure or force, trust is built by acting in a way consistent with one’s values, especially when it’s least expected.

Trust is built when we do the right thing, especially when we aren’t forced