Simon Sinek

How can we win a game that has no end? The simple answer is we can’t.

However, that’s exactly what so many companies are trying to do. The problem is, there is no such thing as “winning business.” In a game with no finish line and no agreed upon rules or metrics it is impossible to “be number one,” “be the best” or “beat our competition.” In this Infinite Game, there is only ahead and behind.

Leaders of organizations must understand the rules of the Infinite Game. Failure to do so dramatically increases the chance that they will set themselves on a path that eventually drains them of the will and resources to play at all. Eventually they will drop out of the game and no one will care. Their competition will just keep playing without them.

In his talk, SIMON SINEK explores how understanding the rules of the Infinite Game is essential if any leader wants to stay ahead and outlast any competitor…forever.

Any person or organization can explain what they do, some can explain how they are different or better, but very few can clearly articulate why. The WHY is not about money or profit — those are results. The WHY is the thing that inspires us and inspires those around us. Examples like Martin Luther King, Jr. and the Wright Brothers prove that great leaders think, act, and communicate in the exact same way — and it’s the complete opposite of what everyone else does. The Golden Circle is a framework upon which organizations can be built, movements can be lead and people can be inspired. And it all starts with WHY.

Key Highlights:
•Explore why WHAT we do becomes more powerful when we know WHY we do it.
•Learn how the WHY can act as a filter, giving us an alternative perspective on our organizations, careers and even our lives.
•See the reason human connection through trust and authenticity is vital to an organization’s success.

Some organizations have cultures where their people are able to trust each other so deeply that they would literally put their lives on the line for each other. Other cultures, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? This keynote draws on Simon Sinek’s two books, Start With Why and Leaders Eat Last. Understand the reason simply knowing or believing the WHY is not enough. Once people are united by a common cause, there must be a strong culture that keeps them together. The result is deeply loyal colleagues who will stop at nothing to advance their vision and their organization's interests. The result is a positive impact for everyone involved.

Key Highlights:
•Discover how the foundation of any strong culture is a clear and simple WHY—the higher cause or purpose that drives the organization.
•Learn how we are biologically wired to trust and collaborate when we are in the right environments.
•Discuss how leader are responsible for setting the tone of the environment we all need in order to be at our best.

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, and then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things. Great leaders sacrifice their own comfort—even their own survival—for the good of those in their care. This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory; it’s biology. When we create an environment where people feel like they belong and operate in a “Circle of Safety” the result is trust and collaboration—allowing people to spend their time and energy working together toward a higher cause that inspires them, rather than spending their time and energy protecting themselves from each other.

Key Highlights:
•Discuss how deep, trusting relationships are built—the kind of relationships that can withstand the inevitable pressures and dangers all organizations face.
•Learn how choosing to protect our people before our numbers can actually inspire our people to take care of the numbers in the long term.
•Explore why leadership is not an event, but a process that is developed from simple, everyday actions.