Simon Sinek Quotes

Those Who Know WHY Need Those Who Know HOW

Every single employee is someone's son or someone's daughter. Like a parent, a leader of a company is responsible for their precious lives.

Our ability to trust is not based on our industry. This is human being stuff. Sometimes all we need to do is translate the concepts to fit the cultures in which we work.

Como he mencionado anteriormente, los líderes no son, por definición, responsables de los resultados, sino que son responsables de las personas que son responsables de los resultados

Su objetivo no es proporcionar una línea de actuación, sino ofrecer la causa para actuar. En cuanto

If a movement is to have an impact it must belong to those who join it not just those who lead it.

Those who have an opportunity to work in organizations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfillment and gratitude. This should be the rule for all of us, not the exception. Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.

The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader. Qualities like honesty, integrity, courage, resiliency, perseverance, judgment and decisiveness,

There is a big difference between jumping out of a plane with a parachute on and jumping without one. Both produce extraordinary experiences, but only one increases the likelihood of being able to try again another time.

Simply ensuring that WHAT you do proves what you believe makes it easy for those who believe what you believe to find you. You have successfully communicated your WHY based on WHAT you do.

Finding WHY is a process of discovery, not invention.

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.

Great leaders, in contrast, are able to inspire people to act. Those who are able to inspire give people a sense of purpose or belonging that has little to do with any external incentive or benefit to be gained. Those who truly lead are able to create a following of people who act not because they were swayed, but because they were inspired. For those who are inspired, the motivation to act is deeply personal. They are less likely to be swayed by incentives. Those who are inspired are willing to pay a premium or endure inconvenience, even personal suffering. Those who are able to inspire will create a following of people — supporters, voters, customers, workers — who act for the good of the whole not because they have to, but because they want to.

Letting someone into an organization is like adopting a child.

If our leaders are to enjoy the trappings of their position in the hierarchy, then we expect them to offer us protection. The problem is, for many of the overpaid leaders, we know that they took the money and perks and didn’t offer protection to their people. In some cases, they even sacrificed their people to protect or boost their own interests. This is what so viscerally offends us. We only accuse them of greed and excess when we feel they have violated the very definition of what it means to be a leader.