Video 2 Simon Sinek Power of Consistency
Summary
TLDRThe speaker emphasizes the power of consistency in building relationships and leadership. Comparing love and leadership to the gradual results of exercise and dental hygiene, they argue that it's the daily, small acts of service and care that accumulate to create trust and devotion. Leadership is not about grand gestures but the daily practice of showing up and caring for others, which ultimately leads to a strong, unified team that can weather any challenge.
Takeaways
- 💞 Love and leadership are built over time through consistent actions rather than single defining moments.
- 🏋️♂️ Just like physical fitness, leadership requires daily practice and commitment for long-term results.
- 🌅 Small, consistent gestures of care and attention can accumulate into significant feelings of love and trust.
- 🌿 The importance of daily habits like brushing teeth is analogous to the daily practice of leadership skills.
- 🎁 Grand gestures are memorable, but it's the everyday actions that truly build and sustain relationships.
- 🗣️ Communication and active listening are fundamental to building trust and showing care for others.
- 🏆 Leadership is not about grand events but the accumulation of many small acts that demonstrate care and commitment.
- 👫 The concept of treating colleagues like family can foster a strong corporate culture and deep loyalty.
- 👨👧👦 Leaders should instill in their teams the values of caring for those under their charge, creating a ripple effect of support.
- 🔍 While traditional metrics can be useful in the long term, they may not reflect the immediate impact of consistent leadership practices.
- 🤝 Courage and inspiration in leadership are derived from the support and belief of others, not from an internal source.
Q & A
How does the speaker compare love in a relationship to leadership?
-The speaker compares love in a relationship to leadership by emphasizing the importance of consistency over time. Just as love grows through small, consistent acts of kindness and attention, leadership is built through daily, consistent actions that demonstrate care and commitment to one's team.
What is the analogy used by the speaker to describe the immediate results of going to the gym?
-The speaker uses the analogy of going to the gym and looking in the mirror immediately after a workout to illustrate that immediate results are not always visible, and the same applies to leadership and relationships, where the effects of consistent actions are seen over time rather than instantly.
What is the significance of the speaker's mention of brushing teeth twice a day for 2 minutes?
-The mention of brushing teeth twice a day for 2 minutes is used to highlight the importance of daily, consistent habits in achieving long-term results, whether it's maintaining dental health or building strong relationships and leadership.
How does the speaker describe the process of falling in love in the context of small, consistent actions?
-The speaker describes falling in love as a result of the accumulation of small, consistent actions that show care and attention, rather than a single grand gesture. These actions can be as simple as saying good morning, getting a drink for the other person, or listening to their bad day without sharing one's own good day.
What is the speaker's view on the role of daily practice in leadership?
-The speaker believes that daily practice is crucial in leadership. It's not about the intensity of occasional events or actions, but the consistent, monotonous, and seemingly small actions that build trust and loyalty among team members over time.
Why does the speaker argue that traditional leadership metrics are not effective in the short term?
-The speaker argues that traditional leadership metrics are not effective in the short term because they don't account for the gradual, cumulative effect of consistent actions. These metrics become more relevant over the long term when the effects of consistent leadership practices become apparent.
What does the speaker mean by 'the courage to do the right thing' in the context of leadership?
-The speaker refers to 'the courage to do the right thing' as the ability to make difficult decisions and take bold actions, which is inspired by the support and trust from others. This courage is not an internal trait but comes from the relationships and the belief that others have in the leader.
How does the speaker explain the concept of 'inspiration' in relation to leadership?
-The speaker explains 'inspiration' as an external force that comes from the relationships and support of others. When a leader feels that they have the backing of their team, it inspires them to act courageously, which in turn can inspire others in the organization.
What is the significance of the speaker's reference to 'Dunbar's number'?
-The reference to 'Dunbar's number' is used to explain the limitations of human social relationships. It suggests that people can maintain close relationships with about 150 individuals, which has implications for leadership in large organizations where personal connections cannot be made with everyone.
How does the speaker describe the importance of caring for the people in one's charge in leadership?
-The speaker describes the importance of caring for the people in one's charge as a critical aspect of leadership. Leaders should ensure that their direct reports are equipped and empowered to take care of their own teams, creating a cascading effect of care and support throughout the organization.
Outlines
💞 The Power of Consistent Actions in Love and Leadership
The first paragraph discusses the concept of proving love and leadership through consistent actions over time, rather than a single defining moment. It uses the analogy of going to the gym and seeing no immediate results to illustrate the importance of persistence. The speaker emphasizes that leadership is about building trust and commitment through everyday acts of service, like remembering birthdays or being there for someone on a bad day. These small acts accumulate to create a strong bond, whether in a relationship or within a team. The paragraph concludes by highlighting the importance of daily practices in building a strong corporate culture where people feel like family and are devoted to each other.
🤝 Building a Strong Corporate Culture Through Care and Devotion
The second paragraph delves into how to create a sense of family within a company by fostering common beliefs and values. It compares the role of a leader to that of a parent, emphasizing the importance of caring for the success and well-being of team members. The speaker discusses the long-term benefits of this approach, such as increased loyalty, reduced turnover, and the ability to weather hard times together. The paragraph also touches on the difficulty of measuring the success of leadership in the short term, using the analogy of physical health to explain how the true impact of consistent leadership practices becomes evident over time. It concludes by discussing the importance of trust and the role of leadership in inspiring courage and resilience within an organization.
🌟 Courage and Inspiration Stemming from Supportive Relationships
The third paragraph focuses on the idea that courage and inspiration are not innate qualities but are derived from the support and belief of others. It explains that when individuals feel that they have the backing of their peers, they are more likely to take risks and make difficult decisions. The speaker argues that the relationships we build throughout our lives not only shape us as leaders but also provide a safety net against negative emotions and self-doubt. The paragraph concludes by emphasizing the reciprocal nature of inspiration, where the courage displayed by leaders can, in turn, inspire others within the organization to act courageously.
Mindmap
Keywords
💡Love
💡Leadership
💡Consistency
💡Trust
💡Courage
💡Inspiration
💡Service
💡Commitment
💡Cultural Values
💡Dunbar's Number
💡Churn
Highlights
The concept of love in relationships is compared to the development of leadership, emphasizing the importance of consistency over time.
Leadership is likened to going to the gym, where immediate results are not visible but long-term commitment leads to transformation.
The analogy of a relationship's development to demonstrate the gradual build-up of trust and love over small, consistent actions.
The importance of daily habits, like brushing teeth, as a metaphor for the consistent practice needed for effective leadership.
Leadership is not about grand gestures but the accumulation of small, meaningful interactions that build trust and loyalty.
The idea that leadership practices, like remembering birthdays, are not about single events but about showing care consistently.
The distinction between 'like' and 'love' in the context of job satisfaction, with love indicating a deep commitment to the workplace.
The notion that a strong corporate culture can lead employees to view each other as family, fostering a sense of unity and loyalty.
The role of leaders as parents, nurturing their team's growth and instilling values that contribute to a positive work environment.
The challenge of measuring leadership effectiveness in the short term versus the long-term benefits of consistent leadership practices.
The impact of leadership on traditional business metrics, such as revenue and market share, which improve over time with consistent leadership.
The idea that loyalty and reduced employee turnover are long-term indicators of effective leadership.
The comparison of social interactions in a workplace to Dunbar's number, which suggests a limit to the number of close relationships humans can maintain.
The importance of leaders knowing and caring for their direct reports, who in turn care for their teams, creating a ripple effect of care throughout an organization.
Courage in leadership is described as an external support system rather than an internal trait, highlighting the importance of feeling backed by others.
Inspiration is presented as an external force derived from relationships, where the support of others can motivate individuals to act courageously.
The long-term benefits of fostering relationships for leaders, which can provide emotional support and help prevent negative feelings about one's capabilities or future.
Transcripts
do you love your wife yes right prove it
like what's the metric give me the
number that helps me know right cuz when
you met her you didn't love her right
now you love her right tell me the day
the love happened it's an impossible
question right but it's not that it
doesn't exist it's that it's much easier
to prove over time right so all
leadership is the same thing it's about
transition it's so if you were to if you
were to go to the gym right like
exercise right if you go to the gym and
you work out and you come back and you
look in the mirror you will see nothing
and if you go to the gym the next day
and you come back and you look in the
mirror you will see nothing
right so clearly there's no results
can't be measured it must not be
effective so we quit
right or if you fundamentally believe
that this is the right course of action
and you stick with it like in a
relationship I bought her flowers and I
wished her happy birthday
and she doesn't love me clearly I'll
give up you know that's not what happens
if you if you believe there's something
there you commit yourself to act an act
of service you commit yourself to the
regime the exercise you can screw it up
you can eat chocolate cake one day you
can skip a skip a day or two you know it
allows for that but if you stick with it
consistently I'm not exactly sure what
day but I know you'll start getting into
shape I know it and the same with the
relationship it's not about the events
it's not about intensity it's about
consistency right you go to the dentist
twice a year your teeth will fall out
you have to brush your teeth every day
for 2 minutes what does brushing your
day twice a day for 2 minutes do nothing
unless you do it every day twice a day
for two minutes right it's the
consistency going to the gym for n hours
does not get you into shape working out
every day for 20 minutes gets you into
shape so the problem is we treat
leadership with intensity we have a
two-day offsite we invite a bunch of
speakers we give everybody a certificate
you're a leader
right those things are like going to the
dentist they're very important they're
good for reminding us or getting us back
on track learning new lessons but it's
the daily practice of all the monotonous
little boring things like brushing your
teeth that matter the most she didn't
fall in love with you because you
remembered her birthday and bought her
flowers and Valentine's Day she fell in
love with you because when you woke up
in the morning you said good morning to
her before you checked your phone she
fell in love with you because when you
went to the fridge to get yourself drink
you got her one without even asking she
fell in love with you because when you
had an amazing day at work and she came
home and she had a terrible day at work
you didn't say yeah yeah yeah but let me
tell you about my day you sat and
listened to her awful day and you didn't
say a thing about your amazing day this
is why she fell in love with you I can't
tell you exactly what day and it was no
particular thing you did it was the
accumulation of all of those little
things that she woke up one day and is
as if she pressed a button she goes I
love him
right leadership is exactly the same
there's no event there's no thing I can
tell you you have to do that your people
will trust you it just doesn't work that
way it's the it's an
accumulation of of lots and lots of
little things that anyone by themselves
is innocuous and useless literally
pointless by themselves people will look
at little things that are good
leadership practices and say that won't
work and you're absolutely right but if
you do it consistently and you do it in
combination with lots of other little
things like saying good morning to
someone that looking them in the eye my
friend George who's a three star general
in the Marine Corps he says his test for
leadership and I love this he goes his
test for a good leader is if you ask
somebody how their day is going you
actually care about the answer right the
number of times we're walking to a
meeting we're rushing we go how are you
not good I I got to get to you later I
got I'm late for a meeting if you ask
the question you were standing there and
you were listening to the answer it's
those little innocuous things that you
do over and over and over and over that
people will say I love my job not I like
my job I like my job means yeah the
challenge is great they pay me well I
like the people I love my job means I
don't want to work anywhere else I don't
care how much somebody else will is
willing to pay me I'm devoted to the
people here and I care desperately about
the people here as if they were my
family in business we have colleagues
and
co-workers in the military they have
brothers and
sisters that's how they think of each
other right
if you really have a strong corporate
culture the people will think of each
other like brothers and sisters don't
it's like a family right no brothers and
sisters deep love fight but the love
doesn't go away right bicker the love
doesn't go away and I'll fight with my
sister but if you threaten my sister
you're going to have to deal with me
right right we'll fight internally we'll
bicker with each other but nobody's
going to hurt each other and if anything
from the outside shows up you got you're
looking at a unified front brothers and
sisters now how do you create brothers
and sisters out of
strangers common beliefs common values
you know parents in other words
Executives who care about their
children's success who care to raise
their children teach them skills
discipline them when necessary help them
build their self-confidence so that they
can go on and Achieve something more
than you could have ever imagined
achieving for
yourself that's leadership an absolute
love and devotion for the people who've
committ commed their lives to this
Enterprise that's such a brilliant
reframe it's so simple and so beautiful
and and unbelievably hard work it is and
it isn't here's here's why it
is you said it it's hard to measure
right it's hard for me to show it's hard
to measure in the short term it's very
easy to measure in the long term over
the long term the traditional metrics
will go up up all your revenues profits
market share the traditional metrics
will go up and more importantly they'll
go up more sta right you will be able to
weather hard times better because the
people will come together they won't
Abandon Ship right um in the over the
long term the traditional metrics are
just fine but also over the long term
your churn will go down right you won't
be going through employees as much right
over the long term you'll find that
loyalty is much higher that people will
turn down better paying jobs right over
the long term all the traditional
metrics are just fine and then some it's
only the short term that it's hard to
measure it's a human thing so just as
you know how your body feels after a
good workout and you know how your body
feels after a big greasy meal you know
you you know that one is good for you
and one is not you know despite what it
may taste like um um and that's the
problem with short-term gains right they
feel really good in the short term so
it's it's we're highly highly highly
trained social animals we're highly
adapted social animals you know we we
can feel social awkwardness and we can
feel when things are going well you know
you can sense it you say you have this
sense of laughter you know around the
office like we're not we're not we don't
work around with blinders we're you know
we're like I said we're we're made to do
this you know that's why we can assess
if somebody's trustworthy or not you
know it's why we keep our walls and like
yeah yeah his results are great but I
wouldn't trust him right you know as
opposed to letting down your like I
trust her for anything I trust her with
my kids my money anything you know um so
uh so we're highly tuned animals and so
we're we're good at sensing it but I
will say there is a caveat to to your to
your metric of laughter which is a
decent one um is that scale breaks
things right in human beings as I said
before we're not made for populations
bigger than about 150ish it's called
dunbar's number Robin Dunbar a professor
from Cambridge University theorized that
we cannot maintain more than 100 about
about 150 close relationships and the
way he defined a close relationship is
if you're at a
bar with a bunch of friends and somebody
comes in would you ask that person to
join you or not and we it's about 150
that we would ask them to come join us
and if you think about the reason that
actually makes perfect sense which is
there's two limiting factors one is time
if you only gave two minutes to every
person you know you'd make no close
friends and the other one is memory you
just can't remember everybody and so
this is where leadership leadership
becomes very very interesting because if
you have a company that has a lot of
people five six seven 800 people a
thousand 2,000 5,000 people clearly you
can't know everyone and clearly as a CEO
like I care about every single one of my
people you don't even know some of the
people you work for are real who work
for you bastards you don't care about
that right so it's a non it's a nonsense
statement right right but what you can
say is I desperately care about the
people whose names I know and whose
faces I recognize and I care desperately
about my leadership and I instill in
them every day that I will give them the
tools and I will take care of them with
one purpose and one purpose only that
they will take care of the people in
their charge
and I want those people to take care of
the people and instill in them that they
take care of the people in their charge
and then by the time you get down to the
masses where the actual thousand exist
because the seniors it's like 20 sure
right where the real thousand exist they
feel about aund of 150 of them can look
to one of their direct leaders to one of
their direct managers and say that
person cares about me that's our boss
that's my boss that's my leader not the
leader it's the it's the CEO that's my
manager my boss my leader sometimes
sometimes you get fired sometimes you
get in trouble sometimes you'll lose
your job and the next guy will get all
the credit it's all true and the courage
to do the right thing in the face of
overwhelming
pressure only the best leaders have that
courage only the best leaders and here's
the Folly courage is not some deep
internal fortitude you don't dig down
deep and find the courage right it just
doesn't exist courage is external our
courage comes from the support we feel
from others in other words when someone
when you feel that someone has your back
when you you you know that the day that
you admit you can't do it someone will
be there and say I got you you can do
this that's what gives you the courage
to do the difficult thing it's not going
off to an asham by yourself somewhere
for four weeks and coming back and
finding the it's not what happens it's
the relationships that we Foster it's
the people around us who love us and
care about us and Believe in Us and when
we have those relationships we will find
the courage to do the right thing and
when you act with courage that in turn
will inspire those in your organization
to also act with courage in other words
it's still an external thing that's what
inspiration is right I'm inspired to
follow your
example but um those relationships um
that we Foster over the course of a
lifetime um will not only
make us into the leaders we need to be
and and hope we can be but they'll often
save your life they'll save you from
depression they'll save you from um
giving up they'll save you from any
matter of you know negative feelings
about your own capabilities your own
future when someone just says I love you
and I will follow you no matter
what
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