Libro: THE INFINITE GAME
Autor: Simon Sinek
Great Leaders are the ones who think beyond “short term” versus “long term”. They are the ones who know that it is not about the next quarter or the next election, it is about the next generation.
Finite and Infinite Games:
Infinite games have infinite time horizons. And because there is no finish line, no practial end to the game, there is no such thing as “winning” an infinite game. In an infinite game, the primary objective is to keep playing, to perpertuate the game.
Microsoft and Apple, one group seemed obsessed with beating their competition. The other group seemed obsessed with advancing a cause.
A finite mindset left the Company culture a mess.
Consistency becomes more important than intensity.
Any leader who wants to adopt an infinite mindset must follow five essentila practices:
- Advance a Just Cause
- Build Trusting Teams
- Study your Worthy Rivals
- Prepare for Existential Flexibility
- Demonstrate the Courage to Lead
Who choose to embrace an infinite mindset, our journey is one that will lead us to feel inspired every morning, safe when we are at work and fulfilled at the end of each day. And when it i sour time to leave the game, we will look back at our lives and our careers and say, “I lived a life worth living.” And more important, when imagining what the future holds, we will see how many people we’ve inspired to carry on the journey without us.
When we play in a finite game, we play the game to win. Even if we hope to simply play well and enjoy the game, we do not play to lose. The motivation to play in an infitinte game is completely different –the goa lis noto win, but to keep playing. It is to advance something bigger than ourselves or our organizations. And any leader who wishes to lead in the Infinite Gema must have a cristal clear Just Cause.
A Just Cause is a specific visión 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 visión.
A Just Cause is about the future. It defines where we are going. It describes the world we hope to live in and will commit to help build.
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.
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
When you have your Cause, Write it Down. A Just Cause that is preserved o paper can be handed down from generation to generation.
Cause. No Cause
If we suspect that one organization does not have a Just Cause, we can move on to another that does.
A true Just Cause is deeply personal to those who hear it, and it must be deeply personal to those who espouse it. The more personal it is for people, the more likely our passions will be stoked to help advance it.
Money is the fuel to advance a Cause, it is not a Cause itself.
The difference is determined by the leaders’ mindset.
Keeper of the Cause:
H. Lee Scott Jr., “I kind of thoufht-and I think the board thought-that the Company could be better managed. I don’t think in buisness you can forget the fact that you don’t just have to lead, you have to manage”.
Will and resources:
It’s not the people doing the job, it’s the people who lead the people doing the job who can make the greater difference.
The difference between an organization where people are extrinsically rewarded to give their all and one where people are intrinsically motivated to do so is the difference between an organization filled with mercenaries versus one filled with zealots. Mercenaries work hard only so long as we keep payin top dollar for their effort. There is Little loyalty to the Company or the team. There is no real sense of belonging or feelings that anyone is contributing to somthing larger thatn themselves. Mercenaries are not likely to sacrifice out of love and devotion. In onctrast, zealots love being a part of the organization. Though they may get rich doing what they are doing, they aren’t doing it to get rich. They’re doing it because they believe in the Just Cause.
We built a sense of family –of love and loyalty to each other, our customers, vendors and communities. Our intention was to build a business where everyone associated with it thrives.
Trust is a feeling. Just as it is impossible for a leader to demand that we be happy or inspired, a leader cannot order us to trust them or each other. Fort he feeling of trust to develop, we have to feel safe expressing ourselves first. We have to feel safe being vulnerable.
We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help.
The problem is, the toxic team members are often more interested in their own performance and career trajectories than they are with helping the whole team rise.
Fear is such a powerful motivator that it can force us to act in ways that are completely counter to our own or our organization’s best interests. Fear can push us to choose the best finite option at the risk of doing infinite damage. Adn in the face of fear, we hide the truth. Which is pretty bad in any circumstance, but when an organization is doin badly, it’s even worse.
It is the combination of what we value and how we act that sets the culture of the Company.
CULTURE=VALUES + BEHAVIOR
To build a culture based on trust takes a lot of work. It starts by creating a space in which people feel safe and comfortable to be themselves. We have to change our mindset to recognize that we need metrics for trust and performance before we can assess someone’s value on a team.
Infinite games, remember, require infinite strategies.
Just a customer will never love a Company until the employees love the Company first, the community will never trust the police until the police trust each other and their leaders first.
One of the primary Jobs of any leader is to make new leaders. To help grow the kind of leaders who know how to build organizations equipped for the Infinite Game.
Leaders are not responsable for the results, leaders are responsible for the people who are responsible for the results.
We act ethically because we don’t want to do anything that would do damage to the advancement of the Just Cause. When we feel a part of a Trusting Team, we don’t want to let down our teammates.
When we feel part of a group that cares about us, we want to do right by that group adn make our leaders proud. Oru standards naturally rise.
This is what a Worthy Rival does for us. They push us in a way that few others can. Note ven our coach. And in the case of Evert and Navratilova, it elevated their own games and the game of tennis.
Worthy Rivals can help us get better at what we do.
The infinite-minded players understood that the best option for their own survival, and indeed the ultimate goal of an infinite leader, is to keep the game in play.
Worthy Rivals can help us get clearer on Why we do it.
Worthy Rivals are the best way to help us improve and adapt before it’s too late.
Without a Worthy Rival we risk losing our huility and oru agility. Failure to have a Worthy Rival increases the risk that a once-mighty infinite player, with a strong sense of Cause, will gently slide into becoming just another finite player looking to rack up wins.
The Vision fo Flexibility.
Existential Flexibility is the capacity to initiate an extreme disruption to a business model or strategic course in order to more effectively advance a Just Cause.
The Courage To Lead:
Courage, in the Infinite Game, is not solely about the actions we take. Even leaders who opérate with a finite mindset can take risks. Courage, as it realtes to leading with an infinte mindset, is the willingness to completely change our percption of how the world Works.
The best leaders and the best companies prioritize people before numbers.
We must find others who share our sense of responsibility, who share oru beliefs that it is time to change and who share our desire to work together to do it. We find the courage to lead without the help of others. Those who believe what we believe are our net.
Couragous Leaders are strong because they know they don’t have all the answers and they don’t have total control.
Our lives are finite, but life is infinite.
Maybe Simon Sinek is my favorite author, he has a really great mind and with his last book we can understand why. Infinite games have infinite time horizons, the companies must know these 5 main points: Advance a Just Cause -do you have a just cause in your real estate business? Are you building trusting teams? are they motivated? it is really important to find your worthy rivals because that help you to be better. Prepare for existencial flexibility and demonstrate the courage to Lead. Leaders are not responsable for the results, leaders are responsible for the people who are responsible for the results.