Revolutionize and Transform Your Leadership | Full Conversation
Summary
TLDRIn this inspiring talk, the speaker emphasizes the importance of an infinite strategic mindset over short-term goals, drawing on his experience in leadership and business. He passionately advocates for a world where people wake up inspired, feel safe, and are fulfilled by their work, urging the audience to embrace a legacy mindset that focuses on long-term impact and ethical leadership. The speaker also addresses the challenges in the healthcare industry, the need for human skills in the workplace, and the potential for companies like Vituity to lead by example, ultimately contributing to a greater societal good.
Takeaways
- 😀 The speaker emphasizes the importance of having an 'infinite strategic plan' aimed at long-term goals and a vision that extends beyond immediate financial success.
- 🏨 The speaker acknowledges the challenges of filling a hotel for an event, suggesting that the audience's presence is significant and appreciated.
- 🤝 The speaker highlights the mutual benefits of collaboration, focusing on shared values and a collective push towards a greater good.
- 💡 The concept of 'infinite mindset' is introduced as a driving force behind making decisions that positively impact future generations within an organization.
- 🚑 The healthcare industry is criticized for being behind in leadership theory, with a focus on short-term financial decisions over patient care and staff support.
- 🛑 A real-life story illustrates the negative impact of poor leadership and communication in a healthcare setting, emphasizing the need for change.
- 👶 The infinite mindset is likened to the parental instinct to provide a better future for one's children, extending this to the desire to leave a thriving organization for future generations.
- 🎯 The speaker stresses that having an infinite mindset does not mean the absence of finite goals, but rather, it provides the context within which those goals are pursued.
- 🛤️ An analogy is made comparing business to a journey with a clear destination, where the path may be winding, but the direction is steadfast.
- 🏆 The speaker argues against the sole focus on hitting goals, stating that the process and the manner in which goals are achieved are equally, if not more, important.
- 🧗♂️ The importance of perseverance and the ongoing nature of business is highlighted, comparing it to a marathon where metrics and continuous effort are key.
Q & A
What is the main theme of the speaker's discussion on leadership and business?
-The main theme is the importance of having an 'infinite strategic plan' and leading with human skills, focusing on long-term impact and creating a positive work environment where people feel inspired, safe, and fulfilled.
How does the speaker describe the concept of an 'infinite mindset'?
-The 'infinite mindset' is described as having a long-term vision that is so distant it may never be fully achieved, but it provides direction. It involves making decisions that contribute to a greater cause over time, rather than being solely focused on immediate outcomes or goals.
What is the speaker's view on the healthcare industry's approach to leadership and administration?
-The speaker believes that the healthcare industry is behind in embracing modern leadership theories, with many hospitals run like businesses, often prioritizing short-term financial decisions over patient care. The speaker emphasizes the need for leadership to prioritize frontline staff who directly care for patients.
Can you explain the speaker's personal anecdote about a friend's experience at a hospital?
-The speaker shares a story of a friend who had a miscarriage and went to the hospital for help. The friend faced a series of inefficient and inhumane processes, highlighting the lack of trust among hospital staff and the negative impact of poor leadership on patient care.
What is the speaker's opinion on the importance of setting and achieving goals in business?
-The speaker believes that while setting and achieving goals is important, it should not come at the expense of the values and ethics that guide an organization. The focus should be on the quality of leadership and the behaviors that lead to success, rather than just the success itself.
How does the speaker define 'human skills' and why are they important in the workplace?
-The speaker defines 'human skills' as the abilities needed to be a better human being and a better leader, such as listening, giving and receiving feedback, and having effective confrontations. These skills are important because they contribute to better team dynamics, leadership, and overall work culture.
What advice does the speaker give for dealing with short-term focused partners in the healthcare industry?
-The speaker suggests serving as an example of long-term thinking, offering support when asked, and focusing on one's own business practices. It's important to recognize that change cannot be forced on others, but a strong example can influence others over time.
How does the speaker relate the concept of 'infinite mindset' to the idea of legacy or long-term impact?
-The 'infinite mindset' is related to the idea of legacy in that it involves making decisions and taking actions that will have a lasting impact beyond one's tenure, improving the lives of future generations within an organization or community.
What is the speaker's perspective on the role of incentives and rewards in shaping organizational behavior?
-The speaker believes that incentives and rewards play a crucial role in shaping behavior within an organization. They should be aligned with the desired behaviors and values, not just the achievement of goals, to encourage a culture of ethical and effective leadership.
What does the speaker suggest as a starting point for improving 'human skills' in an organization?
-The speaker suggests starting with the simplest and most effective program that requires little friction and cost. This initial step should be something that interests and engages the individuals involved, which can then lead to broader development and improvement of human skills.
How does the speaker view the potential impact of Vituity's approach to leadership and business on the healthcare industry and beyond?
-The speaker sees Vituity's approach as having the potential to significantly influence not just the healthcare industry but also the broader corporate landscape. By embodying values of long-term thinking, ethical leadership, and human skills, Vituity could inspire a shift towards more responsible and impactful business practices.
Outlines
🎤 Opening Remarks and Infinite Strategic Plan Introduction
The speaker begins with a light-hearted acknowledgment of the audience's preference for the guest speaker, Simon, over himself. He expresses gratitude for their presence and introduces the concept of an 'infinite strategic plan.' The speaker shares his vision of a world where people are inspired and fulfilled by their work, committing his life to this cause through leadership and businesses. He recounts the initial conversation about the infinite strategic plan, which intrigued Simon, and discusses the importance of supporting leaders and companies that contribute to the greater good.
🤔 Reflections on Leadership and the Role of Business
The speaker delves into his idealistic vision and the path he has chosen through leadership and business. He emphasizes the importance of supporting leaders who align with his vision and discusses the distinction between companies that merely state their purpose versus those that use it to make decisions. The speaker shares his realization about the long-term impact of the company's efforts and the profound ripple effects on the community, highlighting the mutual benefits of their collaboration.
🏥 Critique of the Healthcare Industry and Leadership
The speaker critiques the healthcare industry, particularly in America, for being behind in leadership theory and practice. He argues that hospitals are run like businesses, often led by administrators with no medical experience, leading to decisions that may not prioritize patient care. He shares a personal anecdote about a traumatic hospital experience, illustrating the negative impact of poor leadership and communication on patient care and staff morale.
🔄 Balancing Short-term Goals with Long-term Vision
The speaker discusses the challenge of balancing day-to-day goals with the overarching infinite mindset. He emphasizes the importance of not losing sight of the long-term vision while addressing immediate concerns. The speaker also highlights the novelty of creating an infinite strategic plan, acknowledging the absence of a precedent and the need to build something new.
🌱 The Infinite Mindset and Its Misunderstandings
The speaker clarifies misconceptions about the infinite mindset, explaining that it is not about the absence of finite goals but rather the context in which they exist. He illustrates this with an analogy of a journey with a clear destination, emphasizing the importance of direction and adaptability. The speaker also discusses the difference between finite and infinite mindsets in terms of decision-making and the importance of values and ethics in achieving long-term success.
🤝 The Importance of Human Skills in Leadership
The speaker introduces the concept of 'human skills' as distinct from 'hard skills' and criticizes the term 'soft skills' as misleading. He argues for the importance of teaching human skills such as effective listening, confrontation, and feedback in order to improve leadership and teamwork. The speaker shares his vision of the Optimism Company, which aims to fill the gap in education by teaching these essential human skills.
🧡 Personal Cause and the Ripple Effect of Positive Change
The speaker shares his personal cause of inspiring people to feel safe and fulfilled in their work, emphasizing the importance of personal and professional alignment. He discusses the ripple effect of positive change in the workplace on personal lives, relationships, and the broader community, highlighting the interconnectedness of personal growth and professional development.
🤔 Navigating Bureaucracy with Empathy and Effective Communication
The speaker addresses the challenge of working within a bureaucratic system and offers advice on maintaining a positive approach despite potential administrative obstacles. He encourages empathy, affirming others' feelings, and leading with questions to better understand and navigate the system. The speaker also discusses the importance of avoiding negative narratives about others and focusing on humanizing interactions.
🏆 Staying Humble and Committed to Continuous Improvement
The speaker warns against complacency and the danger of believing one's own positive press. He emphasizes the importance of humility and continuous improvement, suggesting that any success is just the 'tip of the iceberg.' The speaker encourages viewing challenges as opportunities to demonstrate the true quality of a team and to maintain a mindset of perpetual growth and learning.
🌟 The Broader Impact of Corporate Culture and Values
The speaker discusses the broader impact of corporate culture and values, suggesting that companies have an opportunity to influence not just their industry but society at large. He draws a parallel between a company's commitment to improving lives and the concept of world peace, emphasizing the potential for positive ripple effects. The speaker encourages companies to lead with their values and to inspire others through their example.
Mindmap
Keywords
💡Infinite Strategic Plan
💡Leadership
💡Purpose Statement
💡Long-term Oriented
💡Investments vs. Bets
💡Healthcare
💡Frontline Staff
💡Toxic Geniuses
💡Human Skills
💡Service
💡Worthy Rivals
Highlights
The importance of having an infinite strategic plan for long-term organizational success.
The concept of an infinite mindset in leadership and its impact on creating a positive work environment.
Simon's personal vision of a world where people wake up inspired and fulfilled by their work.
The role of leadership in advancing towards a greater good and the mutual benefits of cooperation.
The distinction between investments and bets in business decisions and their long-term implications.
Simon's perspective on the healthcare industry's leadership and its need to prioritize frontline staff and patients.
A real-life scenario illustrating the negative impact of poor leadership and communication in healthcare.
The idea of balancing short-term goals with an infinite mindset for sustainable business growth.
The metaphor of the infinite game and its application to business strategy and leadership.
The significance of focusing on the quality of leadership and the values of an organization over just hitting goals.
Simon's personal story of how initiative and behavior were rewarded over outcomes in his career.
The importance of aligning incentives and rewards with desired behaviors in organizations.
The founding principles of Vituity and the focus on improving lives through human skills.
The impact of teaching human skills like effective listening and confrontation in both professional and personal lives.
Simon's personal 'just cause' of inspiring people to do things that inspire them, and its influence on his daily actions.
The potential for Vituity to become a leader in its industry and a model for others, promoting a shift towards an infinite mindset.
The advice on dealing with short-term focused partners in the healthcare industry while maintaining Vituity's long-term vision.
Simon's final thoughts on the opportunity for Vituity to influence not just its industry but also the nation's approach to leadership and idealism.
Transcripts
I know that these rows would not be
filled and the whole uh the whole hotel
wouldn't be full unless I brought you
because they really don't want to hear
from me so I appreciate you coming Simon
no pressure no pressure no pressure yeah
yeah so
[Applause]
simonon so I'm sure that you can
actually I can leave and you can
actually do a fantastic presentation
since um everybody wants to hear from
you but I want to talk a little bit
about this infinite strategic plan
because you know I I think I stalked you
or maybe I found you somewhere and
wouldn't let you go until you helped me
um but I I want to kind of walk us
through how that happened and so we
initially had a conversation about this
idea of doing an infinite strategic plan
and you you were kind of intrigued by
that so tell me tell me what your
feeling was when we brought that idea to
you so
I am an
idealist and the world that I'm trying
to build a world in which the vast
majority of people wake up every single
morning inspired feel safe wherever they
are and in the day fulfilled by the work
that they do is just that it's it's
something that is it is a an
unachievable Vision but I want to commit
my life to getting closer and closer to
that and the the path that I've chosen
is leadership and businesses right I
think that if we can find support and
celebrate the leaders and the company
that are that are doing the right thing
and leading in the way that I think
people want to be led we're more likely
to get closer to that to that goal to
that Vision to that just cause and so
when you called and said we want to do
this immediately light bulb goes off and
says this is one of the companies that's
help advancing towards the greater good
in other words it's mutually beneficial
right your goals are your goals your
vision is your vision but but we can
cooperate and work closer so immediately
I'm curious um
uh and a lot of companies
are full of
it uh and not because they're bad people
it's because you know they don't really
either understand the concepts or
believe in them but they kind of have to
like every company has a purpose
statement but how many companies use
their purpose statement to actually make
decisions you know sure companies say
they're long-term oriented but they
don't make decisions that would actually
set them up for the long term you know
they've confused bets and Investments
right they say they're making
Investments they're really taking bets
one is short-term one is long term and
getting to talk to you and getting to
know you I realized what you're doing
and how you're leading this company and
what this company is trying to do
actually actually has benefits beyond
your tenure Beyond everybody's tenure
here and if we do this right the impact
that we can have and the ripples that we
can have the people you serve and the
ripples in the community are actually
profound and so it was an easy answer
that's awesome we I appreciate you
spending the time with us um spending
the time with me you had some you talked
about healthare though you you know when
we first started talking you you were
not complimentary of healthcare what is
your you know what what is your feeling
about Healthcare in general um the way
it's educated here in America I mean so
there there's two ways I would go at it
both are related um if you look at
leadership Theory and the changing views
on leadership from the times of Milton
fredman from the 70s and Jack Welch in
the 80s and
90s um uh the military is so far
ahead uh in terms of embracing
leadership Theory and how to help teams
Thrive at their natural bests um
corporations pretty good they go in and
out you know some are much better than
others um but if you look at Healthcare
you're probably 10 or 15 years behind
you know um hospitals are run like
businesses um people who are in
administrative positions in
hospitals sometimes have no medical
experience whatsoever um and they've
completely missed the boat when you hear
Hospital administrators say my number
one priority is patients will certainly
doesn't look like that way when they're
making decisions when they make
short-term financial decisions which
sometimes Ripple down and hurt patients
um but worse than that that's actually
not the priority of any Hospital
leadership it's to take care of the
doctors and nurses and support staff who
are taking care of patients it's the
Frontline staff whose priority should be
patients leadership should be
prioritizing the people taking care of
patients and that's how patients get
better care because the number of
experiences I'll give you a real life
scenario a real life and I can't
remember I shared this one with you but
it's this is an awful story that really
captures my cynicism right A friend of
mine a very dear friend of mine um at
1:00 in the morning uh had a
miscarriage the good news was there was
a friend staying with her and the two of
them went to the
hospital
um the the the bathroom is is sort of
like past the registration desk and she
says to the woman working the
registration say can I just go wash my
hands please she's covered in blood and
the woman said no you have to fill out
the form to be registered before I can
let you go to the bathroom because it's
it's in the hospital she goes can I can
I please just wash my hands and I'll
fill and they wouldn't let her in in to
wash her hands so she sits there and
fills out the forms with bloodied hands
right she gets
administered and she has the same tests
repeated over and over because the nurse
or the doctor performed the test doesn't
trust the other nurse or doctor who
performed the test so she has the same
test repeated over and over and you know
better than I do than how this works but
apparently some of those tests reveal
that you're pregnant so one of the
nurses congratulated her on her
pregnancy and again again you know this
better than I do there were no
complications you know from a medical
standpoint It's relatively
straightforward she should have been
discharged in a couple of hours 13 hours
later she was discharged because the
medical now this is not gross negligence
there's no death but the
absolute and I don't even want to say
incompetence because that would be at
least a metric but the the complete
mistrust that all of the staff had for
each
other not only ruins how they feel when
they come to work I can guarantee you
none of those Hospital staff are happy I
can guarantee you none of them have any
Joy helping people because of the
horrible conditions they have working
with each other and the ripples of
people who don't like going to work and
who don't trust each other directly
impact a patient my friend a decade
later doesn't want to have children
because of the trauma of that experience
there's no negligence there's no lawsuit
but healthc care sucked in that
situation and unfortunately this is one
case which I know is being repeated over
and over and over again in this country
not because of lack of Education not
because of lack of Technology not
because of lack of go down the list of
how we usually weigh the quality of
healthare it's because of a distinct
completely broken leadership structure
nothing else
yeah we we hope that wasn't one of our
sites um you know I don't think it was
we'll talk later I don't think it was
but we'll fix we'll fix it we'll fix it
no I don't think it was well it's a
different conversation I know it wasn't
yeah awesome so sorry to make light was
I was feeling so down I had to bring
myself back up a little um but you know
so we met for so just so you you all
know uh I went out and I got information
from all of you um got information from
my team and I brought a bunch of like a
bag full of papers to Simon's office um
there actually a very cool office by way
very cool office so and I and I sort of
I get in and he says hi and I Fanboy him
for a little bit you know and then I
sort of throw the the the papers on a
table and he's like oh my God I got so
much work to do but um we we worked that
day and and and there's some bones there
right there's the goals um there's some
really good stuff there
and we spend about six seven hours was
it about six seven hours working
together um he looks into my eyes as we
uh as we get ready to leave and he says
how do you
feel and and a single tear rolls down my
eyes but but you know I wasn't ready I
wasn't ready it it didn't feel right it
didn't it didn't feel right and so that
that infinite mindedness that infinite
game it's a tough it's conceptually even
when you buy in and even when you really
understand um from a business
perspective I mean they day-to-day goals
right there are people here that are
worried about their site today yeah um
how do you balance and how did we
balance that you know short-termism
goals and really kind of pulling up to
that infinite mindedness that infinite
strategic plan which another note is
that it's never actually been officially
built before so we were kind of building
something yeah so um I think everybody
here already knows what an infinite
mindset is you just don't realize it
which is how just a quick show of hands
um uh of those who have children um how
many um are absolutely singularly
devoted to ensuring that you're happier
healthier and more successful than your
children okay turns out you would
actually like to pass something on and
you would actually like to whether you
call it Legacy or whether you just want
to see your
children happier more successful
than you could have ever dreamed of for
yourself and you will attempt to make
decisions to achieve that sometimes you
do well at it and sometimes you do badly
you know where you say your kids are a
priority but you're working so much and
you're missing the baseball games and
you're missing the school plays and
something will happen and you realize I
got to reorganize because I'm playing
too finite minded It's too much about me
I got to sacrifice a little bit to to
actually put in for the kids it's it's a
difficult job and it waxes and wanes and
it has pride and guilt associated with
it but the point is is you understand it
it it's the same
mentality um which is which is what an
awesome experience to leave behind an
organization that will be in better
shape than you found it and 10 or 20 or
30 years after you've left it will have
greater impact in the world and the
Ripples and the people who come through
your system both employees and and
patients um uh than you could have ever
dreamed of and you get to sit back in
your rocking chair on your front porch
at you know in your in your later years
and say I I help do that um so we have a
sense of it now the biggest
misunderstanding of having an infinite
mindset is that it is not the absence of
finite goals they are not mutually
exclusive the infinite game the infinite
mindset is the context within which
those finite goals exist in other words
the goals you choose are building
towards something right I'll give you an
analogy
um of how businesses usually think and
how this changes it so
here's here's a metaphor so you you walk
out your front door one morning and you
see your
neighbor packing their
car and you say where you going and they
reply
vacation and you go oh cool where are
you going they said vacation
like no no no I I got that where are you
going and they look at you and they go
vacation and then you try to get past
this ridiculous line of questioning and
you say well how are you going to get
there then and they say well I'm going
to take 95 we're going to drive 150 mil
a day du
North uh and uh that that's that's how
we're going to go that's how most
businesses operate right what where
what's your what's your what's your
vision
growth
cool to to what end growth well how are
you going to get there and they'll tell
you their financial goals and what they
want to achieve and how much money they
want to make in the year right and
they're all excited if they drive 200
miles in the day really depressed that
they only get 100 miles in the day
rewarding everybody for driving faster
on the
freeway in what
direction and the problem is is this is
where um finite mindedness over takes
infinite mindedness right that is a
finite mindset with amorphous Vision
useless Vision infinite mindedness is
having a very clear sense of cause of
vision that is so far in the distance
that we'll never get there but it gives
us a direction and absolutely you need
to have finite goals we want to drive
this many miles on the freeway every
single day the difference is if the
freeway is blocked you take a side road
that's slow because the road to success
is not straight
nor is it easy but you don't go veering
off over here and you know which
opportunities to say yes to and which to
say no to if somebody says I've got a
plan you're like oh my God planes go so
fast we're ABS the plan's going in that
direction right and so you turn down the
airplane and rather take the bumpy side
road because it's going kind of in the
right direction and people accuse you of
being unfocused but actually you're more
focused than anybody else it's that
you're focused on the destination you're
agnostic as to the root but absolutely
you have to have goals and I think the
other big mistake that make is that
they're more obsessed with hitting the
goal and ignore how they got to the goal
right Trend data and how you do things
is as if not more important than the
goal itself so I went to visit um uh OCS
uh uh officer candidate School uh in
quanico Virginia for the Marine Corps
any Marines in the audience okay there
we
go so you know what I'm talking about uh
um
OCS
uh the Marines take choosing their
officers very
seriously and amongst many of the
selection uh elements they have they
have something called the lrc the
leadership reaction course the lrc is
basically 20 mini obstacle courses
they're problemsolving courses like take
uh three you know take all your men and
material across this what they call a
water hazard we call a pond uh you know
with planks of three planks of three
three different planks of wood blah blah
blah right once it's timed once it's not
timed once they assign the leader no
they're always timed sorry it's always
timed once they assign the leader once
they don't you run it
twice and I was standing next to the
drill instructor as they were running it
and nowhere on
that grading sheet does it say if they
made it to the other side or not
nowhere so I leaned up to the the drill
instructor I'm like don't you care if
they succeed in the mission that you've
set to them and the drist said no I care
if they're good leaders I said well how
do you know if they're good leaders he
says we judge them by the quality of
good leadership and he went on to
explain that the Marines understand that
sometimes good leaders suffer suffer
Mission failure and sometimes bad
leaders enjoy Mission success you can't
tell if someone's a good leader or a bad
leader if they hit their numbers at the
end of the year you just know that they
hit their numbers at the end of the year
but if you look at the qualities that
make somebody a leader they're more
likely to succeed more often over time
and there's that infinite mindset again
over time and again Trend data matters
and so the analogy that I like to use
and I think I wrote about it I can't
remember but the analog to use is like
think about health like if somebody says
I want to be healthy okay there's many
things you have to do you've got to
exercise you've got to eat right you've
got to nurse your personal relationships
you got to sleep well there's probably
30 other things you can't do all of
those things right all the time it's a
striving right they wax and Wayne it's
the same in business you got to get
leadership you got to get culture you
got to do Market marketing you got to do
sales you got to do Finance you're never
going to do it all right all the time
it's a striving they go like this
right um and it's totally legitimate to
have arbitrary
goals within that I want to lose x
amount of weight by X date totally fine
just like in business the annual goals
that we set are usually made up a bunch
of people sit in the room and go I think
we should hit this number and somebody
goes I think we can do better okay this
number okay that's the number right
right it's nonsense and it's usually
annual because that's when we pay taxes
no other
reason um uh and we strive towards that
goal well like human beings not like
human beings human beings need metrics
metrics are super important you can't
run a marathon without metrics it's
actually unnerving because metrics tell
us speed and distance we need to know
how fast and how
far and we stand on the scale in the
morning we it's good it's not good we
have good days we have bad days and you
hit your goal and you're ecstatic but
here's the problem you have to keep
doing it for the rest of your life it's
not an event it's a journey and business
is the same you know you hit your goal
congratulations now you have to keep
doing it and so if all you're do is is
hitting goals hitting goals hitting
goals and moving the goal post each time
over time it's ex it's thrilling when
you're new it's thrilling when you're
young do that five six seven 8 nine
years it starts to lose its thrill it
starts to lose the joy and I find that
senior people actually even high
performing senior people are actually
find more malays in their careers than
Junior people they may happiness is
hitting the goal happiness is fleeting
Joy is something it's like you you you
you love your children every day you
don't like your children every day right
like happiness you get happiness
happiness comes and goes but you should
be able to have joy at work no matter
what the conditions are that's because
you feel like you're contributing to
something bigger than yourself what's
more interesting about this analogy
about this metaphor is what happens if
you miss your
goal you know what
happens
nothing in fact you're way healthier now
than you were when you started because
you were doing all the right things you
were not just trying to hit the goal you
were building a strong team you know
John Wooden coach K all of these world
famous coaches not a single one of them
was obsessed with winning none of them
and yet they're the winning most coaches
in history they were obsessed with
building strong players who cared about
the team and it turns out that they won
more often than they lost then they lost
like the Marine Corps and so having an
infant mindset is understanding it's
it's understanding that there's a
practice not an event you know and we
treat business like sports but business
is not like sports because there's not a
beginning middle and end it's more like
healthcare it's just ongoing it never
ends and you have to keep working at it
and sometimes it works and sometimes it
doesn't but we want to pay attention to
how we got
somewhere because I want to know the
values I want to know the ethics of an
organization I want to know the if
they're training people right I want to
know if people are performing in a way
that is that we recognize as high
quality leadership and though you may
miss the goal I guarantee you you'll hit
the goal in 14 months you just got the
timing wrong and more importantly you're
more likely to keep hitting your goals
year after year after year when you have
that
mindset that's powerful that's you can
drop the
mic yeah you yeah yeah don't be be
careful we have to pay for
so so I you know I'm a little bit uh so
I think I think I think I'm you're my
friend but I don't know if I'm your
friend but I'm going to call they call
that a parasocial relationship yeah yeah
so so we we're friends and all the
conversations that we've we've had um
and I've seen you do this with other
other friends that we've been around you
you always say I want to push you you
actually did it to me back there yeah so
I want to push you a little bit on us um
because I I think everybody's sort of
wondering so you've heard of our
infiniteness and what we really look
back at Teo talked about that's kind of
how we were founded you've heard the
stories you've seen you've actually
helped build uh a lot of it what do you
think is going to trip us up what do you
think as you look and you doing your
premature albeit assessment what do you
think that's you know could potentially
trip us up so I mean there's there's
some pretty consistent
culprits incentives and rewards are a
big part of it I mean talk is cheap
right um you'll get the behavior that
you
reward um and so um there's nothing
wrong with rewarding hitting a goal
there's no problem with that so long as
you also reward um uh the behavior that
got you to the goal and don't reward app
parent Behavior you know I think
underperformers believe it or not are
not the biggest culprit of
underperforming organizations
it's keeping toxic Geniuses on the team
for too
long the lack of courage to get rid of
high performers who are who are just
everybody knows destroy the the
performance of everybody else I think
that has more of a negative impact on an
organization because you're chipping
away your culture Bit by Bit by Bit And
by the way you lose respect from your
teams because everybody knows this
person is toxic and they've and by the
way when I say toxic we've attempted to
coach them you know they like they that
there's no change like um and uh and you
talk a big game about values and ethics
and yet you keep somebody who obeys none
of it they just happen to be a high
performer that has more damage I think
than underperformers underperformers you
can usually coach up it never happens in
healthcare no of course not yeah um I I
think I think incentives and met
incentives and rewards are a big deal as
well so quick personal story so when I
was young in my career I worked for a
big Ad Agency and and uh the we had a
big new business pitch that was
happening I don't the the early the
beginning of the new year and usually
the senior folks do the pitches and the
junior folks do the support and I was
Junior and I was assigned to this pitch
so supporting role um and it happened to
be Christmas and all the senior leaders
went on vacation but Yahoo was still at
the office so they gave me and another
Junior person an assignment which is
called prepare the War Room
which basically means hang the research
on the walls Well that took an hour and
so we still had a week to kill and so we
decided to comb through the data and
comb through the research find insights
and write the whole pitch ourselves you
know kill
time and uh when the leaders came back
we presented our document to them and
they actually used our document and our
strategy in the pitch and we lost the
business we did not win the pitch and my
boss gave me a huge promotion he
actually moved me up two levels I
skipped a
level because he wasn't rewarding My
outcome he was rewarding my behavior and
guess what he got he got a lot more
initiative because that's what got me
promoted was initiative and he was smart
enough to know that if he only if he
came up to me like great effort but you
didn't win so there's nothing I can give
you next time I'm not helping or I'm
playing it safe or I'll just leave it
for the other folks to do the work cuz
that's the behavior her rewarded so I'm
very impressed by organizations who who
who adapt their incentive reward and
recognition programs to align with the
behavior that they actually
want yeah that's that's that's profound
especially in healthcare it's hard it's
hard and I'm not saying abandoned
performance I'm saying balanced
performance we we over it's tipped too
far on performance for for for
legitimate reasons it's just easy to
measure right one's quantitative one's
qualitative and it's easy to recognize
count and reward quantity that that's
why we do it um it is more difficult the
other one and it and sometimes you have
to trust the
leaders that they know what they're
doing and who they um who they're who
they're building up um you also want to
be careful about not making Heroes out
of people but that's a different
conversation so can we change gears a
little bit I want to change gears
because I know you always wear orange
yeah and it's actually the vituity
orange um so I want to act like I gave
you that watch but I didn't yeah you did
not but but you're welcome yes yes or
thank you yeah yeah but tell us tell me
a little bit about the optimism company
because I think it's actually
interesting that we talked a little bit
about what you were building in our
strategic plan in vituity tell us the
audience about uh your optimism comp so
as I said before
um what the vision
was um inspired safe and
fulfilled and uh um I recognize that
there's a missing skill set there's a
there's a skill Gap to achieving this
Vision right we talk about hard skills
and soft skills I despise The term soft
skills because there's nothing soft
about them number one and number two
hard and soft are opposites and these
are not these two things are not working
against each other hard skills are
clearly the skills you need to do your
job you know I wouldn't trust you to
give me medical advice if you didn't go
to medical school and pass some of the
tests that they give you those are hard
skills right I like human skills
not soft skills and human skills are the
skills you need to be a better human
being and human skills make you a better
leader they give you a better bedside
manner they get make you a better team
member and teammate right um and we
don't teach human skills we just don't
teach them so a lot of people are bad
team members or substandard team members
or substandard leaders not because
they're bad people they just have never
been given the education I would never
expect you to know how to do surgery
without training how can I expect you to
lead without
training it's skill and so we've we
built the optimism company to fill that
Gap and teach human skills only things
like how to listen things like how to
have an effective confrontation like
somebody screwed up badly how do you or
you need to go up the chain of command
your bus is an idiot how do you tell
your bus they're an idiot thank you in a
way
[Laughter]
um in a way that they will hear the
information information rather than just
be defensive right and it goes in every
direction in an org chart um how to give
and receive feedback I like to we all
give feedback the way we like to receive
it turns out not everybody likes to
receive uh feedback the way we like to
get
it turns out so these are some of the
skills we're we're dedicated to teaching
and the amazing thing is when you talk
about improving lives like you're
devoted to helping people improve lives
um turns out if you teach the skills at
work in order to help them improve work
turns out once you have the skills you
have those skills and you find that
companies that make companies that do a
good job of teaching human skills they
the people who work at those companies
tend to have better marriages they tend
to have better relationships with their
kids because all those skills come home
you know if you get better at listening
guess what you get you're better at
listening to your spouse you know if if
something goes wrong at home and you've
learned how to give feedback or receive
feedback guess what it works at home too
so when you talk about improving lives
this is what I'm talking about the
ripples of our work
you
know so I'm I'm going to kind of weave
in some of the questions that people are
asking and then I I'd like to hopefully
we can get some mics yeah you can just
shout we can repeat the question from
the audience or we can find them but I
do want before we do that I um somebody
asked uh a question that I want to weave
into being grateful to you so you you
know I'm grateful personally um I think
by two is grateful for the time that you
spent with us um really trying to push
us like you do uh towards towards what
we already knew yeah but wanted to make
sure um we could it could manifest in
how we impact the world but for you
personally you you've told me this
before so I'm cheating but what's your
what would you say your personal just
cause
is well it's the
same to inspire to to create a world in
which the vast majority of people wake
up inspired feel safe wherever they are
and end the day fulfilled by the work
that they do and I I show up as a
friend in the same way I show up as a
leader of my company in the same way I
show up as a you know to to support
somebody I work with um you know my why
is to inspire people to do things that
Inspire them and that's it's why I get
out of bed in the morning that's why I
wear orange it's not for you it's for me
I'm human I I get I get sucked into the
daily details I'm I can be emotional I
can be reactive I can be shortsighted
and so these little flashes of Orange or
simply to remind me and I'm obsessed
like I carry a notebook and a pen in
case I have any in case I hand any uh
ideas and so it's an orange pen turns
out and I had them made so on the side
of the pen it
says it says
Inspire because that reminds me of my
job every time I write down an idea what
it's supposed to be doing and so improve
lives you know if if I can push you I
looked at your document over there it
said improve lives and it said there
were three things and they all had ing
they had all had the jirens which is
passive as if it's just happening and
they should be in the imperative improve
lives because it's everyone's
responsibility every day and improving
lives of course it's built into your
product of course of course it's built
into your profession of course but if
you're truly showing up to improve lives
that means for the person that left in
the person to the right as
well and so to show up as a leader
committed to improving lives like I want
you to be the best doctors in the world
because you're going to improve people's
lives I want you to be best leaders in
the world because you're going to
improve the lives of the people who work
with you and work for you um
uh so for me it's it's I don't separate
personal and professional it's me
awesome it's not just something I do at
work awesome awesome all right so I want
to where are
questions any any qu Vanessa's like me
pick me I'm I'm standing up I mean have
okay go we got we got a mic hold hold on
Vanessa because I don't think everybody
can hear
you we got one coming I can take if you
shout if you shout we oh there you go
here it Vanessa I appreciate you
speaking up I know you're shy
so moo you called on me man I was just
sitting here so I do the wellness work
for the Enterprise and a lot of what you
said really spoke to me because I do
think when we say improve lives we need
to start with our own lives first and so
I'd love to hear just maybe from you a
little bit more as to like
how what what happens when you do focus
on improving the lives of the people in
this room what happens outside of this
room and to the organization and to the
lives that we're trying to help outside
of this
room
so I'll come at the I'll come at it from
the side
we have forgotten the value of service
as a nation we
over indexed on rugged individualism
malor man type of stuff right we
celebrated the individual we made Heroes
out of
CEOs um and we forgot about the team and
the group and the company and the fact
that it's always a team effort cuz human
beings are social animals we're not that
good by ourselves and no one on the
planet has achieved anything alone it
all became somebody took a bet on us
somebody believed in us somebody was
there with us late at night somebody
gave us a shoulder to cryon and so you
know there's an there's a great irony in
Personal
Achievement which is you can't do it
alone it's just not you don't have the
nobody's got the stomach for it and if
you look at the highest performing quote
unquote individuals on the planet um and
you and I have talked about this
individual athletes are terrible gauges
because they organize their whole lives
around me and so like I have a friend
who's uh uh she's an Olympic
medalist and in on an individual sport
an ice skater and she'll freely admit
that she missed birthday she missed
Thanksgiving she missed Christmases
because she had to be as they as all
Olympians say I have to win the Olympics
as if there's one winner right and the
and the even thicker irony is is she won
a silver medal at the Olympics um the
gold medalist
fell in her routine my friend fell twice
so you're not the best in the world
you're just better that day than one
other person right
um anyway my point is is that is like I
like it when people commit to helping
each other uh in Alcoholics Anonymous we
know there's a 12-step program right and
we most of us are familiar with the
First Step admit you have a
problem and Alcoholics Anonymous knows
that if you master 11 steps but not the
12th you're probably going to still
succumb to the disease but if you master
the 12th step you will more likely
overcome the disease the 12th step is to
help another alcoholic service and so
when we say you have to be healthy you
have to protect your health you have to
exercise you have to eat right it's so
much stress and except for the few
people who are that disciplined the
those disciplined people make the rest
of us feel
insecure um uh really the best way to
get yourself healthy and get yourself
well is to help somebody else who's
struggling with the same thing if
somebody's struggling with their weight
if you're struggling with your weight
help somebody else who struggling with
their weight if you don't have the
discipline to exercise help somebody
else is struggling to have the
discipline to exercise and when we
commit to helping somebody else overcome
the problems that we're struggling with
it is amazing how much we overcome those
problems ourselves and we get the
intense intense oxytocin
Joy of helping someone else which as we
said is infinite minded It's help
helping your children as opposed to just
helping yourself so I I I love Wellness
programs especially when when when those
Wellness prog programs are organized to
help us not only get healthy and take
care of ourselves but to have the
incredible Joy of serving those who are
struggling with the same
things
service
awesome so I I have a question here
that's percolating its way to the top
while somebody takes the mic away from
Vanessa um
I'm kidding um so we feel like uh and
I'm paraphrasing here but we feel like
we're on an island um we feel like we
have this infinite DNA that we've you
know learning about now but we always
felt that way we feel like a lot of
people in the industry are super finite
you know Health Care Systems especially
you know where they have you know
quarter to quarter something their
leaders may only be in for a year or two
maybe three max what's your advice
device as we interact with them how do
we how do we help to move them to be
more infinite in their thinking you
don't I mean you can't change other
people you can serve as a beacon as an
example you can offer support if they
ask for it can't force anybody to do
anything and we go back to incentive
structures I can guarantee you they have
Mis they could agree with you but
they're not going to change their
behavior because their incentive
structures organized in the wrong
direction you know if they're only
incentivized by quarterly performance
guess what they're doing so you
know
you you wish them luck and sometimes
feel sorry for them
and go about your business I mean like I
know sometimes you have to interact with
them and sometimes their short minded
their short- termism affects you because
it creates stress for you but that's
part of the joy of working the system I
mean this is a this is a creative
Enterprise you know
[Music]
um you you yeah I mean you serve as an
example because your business will
outperform everybody else your business
will outshine everybody else your
employees will be happier your doctors
will be um higher performing and derive
more joy and they want to stay here and
over time they're going to actually make
more and do better and all of the
standard metrics also go up all the
money goes up also that's the great
irony of this and it's at some point
other Healthcare Systems start looking
at you going maybe we should copy pitu
because they're doing better and so the
early adopters will be curious about you
early and want to learn and are willing
to take risks to change but most
companies won't because there's risk
associated until the pressures are so
great that they actually start looking
for a new way I wouldn't worry about it
and over time it's their problem over
time we might attract different clients
based on yeah of course of course you
become a object yeah yeah
awesome okay we need one from the
audience I think that's part of the
problem is we we like we're so obsessed
with what everybody else is doing yeah I
think it's part of the problem with
thinking about competitors versus worthy
Rivals which is we were one of the
things I did when I first discovered
these Concepts and started talking about
them and writing about them is I
canceled uh my subscriptions to all my
trades because I realized that when I
would read these articles about what
companies in Myspace were doing I either
felt bad that I wasn't doing it or um I
copied them so I was johnnyc come
lately and what I started doing was
reading other companies trades other
industry trades because they were doing
things that weren't being done in my
industry that I could just steal and
learn from or they were having ideas
that were helping me solve the problems
that nobody in my category were solving
I was more curious what other people
were doing because I was always late to
the game if I was only reading about
what my people were doing now if you
have to read things obviously to keep up
but but I stopped thinking of them I
stopped reacting to those things um uh
at
all got M right
there we got a mic we got a mic coming
so I I think this is wonderful my name
is Jason so I live up in Marin I have a
phenomenal site can't
complain but what was resonating with
that last question you answered and the
question I have for you is more about
how do you work with Hospital leadership
when they are our partners we are
actually beholding our contract yeah you
know
is it's in our best interest to keep
them happy yeah but so if they don't buy
in we can't just turn away like you
suggested I I didn't say turn away well
not turn away but it is what it is I
mean there still has to be a give and
take so but let me take it a step
further so I understand as the medical
director walking that fine line between
my partners and the hospital sure but I
think the hardest part for a medical
director is getting our partners to
understand what you're saying and still
remain positive despite Administration
not supporting us the way that say a new
grad at a residency wants to feel
supported and so we're in that fine line
so what would your advice be for me to
take back to a young partner because
it's easy for me in my mind to
understand why the administration can't
do X Y and Z so what we're what we're
talking about is like you don't have to
be a bureaucrat to still function with
within a bureaucracy you you you you
play by the rules of the game right
clearly you can't be all high and mighty
because a it's not appealing but B it's
not going to work and so I always like
to bring it down to an individual right
what if one person
is I mean at the worst obstructionist
but the least
cynical and they're cynical for all the
reasons we've talked about misalign
incentive structures Etc maybe they were
just that's how they were raised you
know so I if it was one person you'd
actually know exactly what to do which
is you'd have a little empathy like like
I went for a walk with a friend of mine
who's struggling at work and this is how
the conversation started um my boss is a
terrible
person I I hate working for she's a
she's she's a terrible person and I said
oh my God does she abuse her children
and kick her
dog and she said no I said ah so we
don't know that she's a terrible person
we just know that she's a terrible
leader right and so and so it's the same
thing here which is a little bit of
empathy which is they have pressure on
them that you and I can't even
comprehend right maybe they weren't
given an education about how to lead
maybe they have had terrible role models
maybe they've got screwed up incentive
structures maybe they have a terrible
boss you know like we don't know what
they're operating in and we have to
assume that they're doing the best they
can with the circumstances and the tools
they've got so for us to come in with
empathy and to affirm rather than argue
H this you know you have to do it this
way they say with you know confidence
You' be like oh I can only imagine
that's you know I I know that you're
interested in some of the stuff that
it's frustrating and I think just
leading with empathy and affirming their
feelings um they're more likely to be
partners even if they can't do the thing
I think it's very very
human um uh we have to be dangerous
about the narratives we create about
other people and as Leaders we do this
to our employees and employees do this
to us right like I'm not talking about
after work venting that's perfectly
healthy I have no issue with that but
we've all had the experience where we're
sitting in a leadership meeting and the
name of an employee comes up and
somebody goes that guy's such an
idiot or G so lazy oh my God what an
such an underperformer I don't even know
why they're on the team right and the
problem is as all the other leaders hear
that and then that starts getting
repeated now the other leaders start
saying uh Lazy Steve again oh surprised
we got another problem with Stacy right
and that narrative now becomes toxic
because we now start treating those
people as lazy stupid um unmotivated
right and none of that is true it might
be true like they might be lazy
unmotivated and disengaged or they might
be struggling or they might have issues
at home or they might be in the wrong
job or they might be freaking out or
maybe they have a bad boss I don't know
I just know it's not necessarily that
and it's incumbent upon us as leaders
that if somebody starts to form a
narrative about one of our people that
we immediately cut off and say maybe or
maybe and then you give the list and by
the way it goes the other way around
which is we also sometimes make Heroes
out of people oh she's if you just give
it to her she's she'll fix everything
because then the one time something goes
wrong you there's you can't give
feedback because you created this public
hero out of somebody who does no wrong
and that that's equally as toxic and you
create your own toxic
Geniuses I've done it I know I'm talking
from experience right but we do the same
with our clients a that idiot just
doesn't get it and now we all treat that
person as an idiot who doesn't get it
rather than be like I know deep down
inside they love what we do and they
wish they could do it they're never
going to tell us that they're never
going to show us
that so I think empathy and and patience
um are remarkable things and to bring it
down to a very very very human level um
and and then you play the cards you
dealt you it's not your system that
you're you're dealing against it's their
system but you're not in their system
you just have to work alongside of it
and help them achieve their goals based
on their metrics in their system which
you'll try and do to the best of your
your capabilities and you will tell them
that we're going to help you achieve
what you need to an a million questions
lead with more questions there's data on
this which is a a good
salesperson let's start with a bad
salesperson a bad salesperson will ask
an average seven questions in a meeting
a good salesperson asks an average
32 so it's over Forex so the more
questions you ask the more data you'll
get the more you know how to lead with
empathy that would be my
suggestion let's uh go back to the
audience yay for empathy we got an
Applause for empathy yeah we got an
Applause for empathy you know I I just S
I will say you you said this to me
before um in a different way but I it
struck me when we were talking about
Health Systems we actually internally do
some of that too and what you're talking
about and I always say to people you
know I don't I don't think you should
ever interview for a
position because I think every day that
you interact you're interviewing for
that position right like you kind of
know how people behave most days right
until you say hey there's a job
opportunity and then then they behave
like someone totally different so it's
it's very interesting right um Southwest
airl Unfortunately they don't do this
anymore but Southwest Airlines if you
were um applying for a senior position
they would fly you to Dallas for the
interview right but what the candidate
didn't know is that before you walked
into your interview they talked to the
gate agent who checked you in in your
home City they talked to the flight
attendants who served you on their
planes they talked to the chauffeur who
drove you to their office they talked to
the front desk who let you in and they
talked to the secretary who who said um
he'll be right out and they already know
exactly who you are before you had the
interview I love
that all right who has the
mic I do hi I'm Tiffany I'm by T's
director of leadership development so I
love this leadership content you're
talking about and I love the way you
frame the term human skills uh because
I've been asked to help our leaders
improve myself included improve our
human skills so I'd love to hear a bit
about from your
perspective what your approach would be
um toward helping people be more
human so you're asking me the same
question as how do I
exercise I'm like well you have to do
arms you have to do legs you're going to
have to do core you're going to have to
do back you're going to have to do chest
well where should I start
yes you eventually have to do it all
just start and so my advice is usually
what's the fastest simplest thing you
can do with the highest probability of
success start there like what program
can you implement with very little
friction acceptable cost that will have
some degree of of success pretty quickly
do that one
first right like curls are much more fun
than
sit-ups so start with
curls you know um eventually you're
going to have to get to all of it but
you're you're getting buying and people
are starting to see and feel the
difference and so they become more open
to to more things later I I tend to um
encourage people to not start with some
big multi-year program that costs
millions of dollars to implement and
then launch it and then the marketing
launch that goes with it and then very
low adoption I I don't believe in
launches I just believe in starting like
I said the analogy is Healthcare not
Sports it's not an event it's a
practice um and or or start with things
that interest you like I need the skill
I'm going to start there because I want
to take the course or read the book or
whatever it is um
yeah I wish I had a better answer for
you nope that works I appreciate it
thank you awesome I think we have time
for one more question and then um I'll
give you closing some closing comments
one more amazing question no
pressure oh thank
you hello I'm a new medical director
with vitu uh just started in October so
I have
officially I was going to say I've drink
the Kool-Aid it's a very different group
than any that I've seen before um they
seem to stand for really that servant
leadership and and it's a different
experience than I've ever seen My worry
is coming into it when they're at the
Pinnacle we're at the top we're people
are seeing our difference people are
giving us contracts left and right how
does our senior leadership balance that
and keep the quality when we are being
recognized and we are winning over these
contracts people see the difference um
how do we balance growth with our our
mission being as many lives as possible
and balance that with keeping the
quality that pitu is known for yeah
great
question
um so number one is don't believe your
press right so if the bar is low so
Donnie Deutsch was a famous advertising
guy who said it's not hard to stand out
in an industry full of idiots right so
it's like you're doing great you're
being recognize but where's the
bar you know you know you have a lot of
room for improvement and I think the
analogy is the iceberg which is no
matter how much of the iceberg the
market can see which is your performance
your growth your your remarkable culture
you know that there's way more work to
be done beneath the ocean and so no
matter what people say and how other
people celebrate you the answer should
always be the mentality should always be
tip of the iceberg it's tip of the
iceberg you know and I think you have to
be careful about believing your own
press um um you can enjoy it you can
reward yourselves you can Pat yourselves
on the back and then you get back to
work you know um um uh humility matters
here and I think where a lot of
companies go sideways is they start to
actually believe we are the best and my
an infinite mindset CEOs do come up to
me they say but Simon like no offense to
you or anything
but we are the best
on every
metric and my answer is always for
now for now and we can't judge the
quality of a crew by how a ship performs
in calm Waters we can only judge the
quality of a crew by how a ship performs
in Rough Waters so while things are
great sure you guys are amazing let's
see what happens when you get pounded a
little bit some by some waves and some
storms let's see how the team comes
together then let's talk about how how
great this team is um difficulty is is
the test um um so yeah enjoy it it's
nice but don't necessarily believe it um
and remember it's just the tip of the
iceberg yeah I think
[Applause]
uh I think it's in it's interesting um
you know it gets to be personal once
you're in the fold sure um and uh you
know you want to advance the cause you
want to improve the lives of vitan you
want them to enjoy unless unless there
are new vitan out there and so I think
the the key is with growth or with any
of those things that we should always
look to people who aren't enjoying what
we have and give them an opportunity um
so that that's it's a great question so
I I have a maybe a final thought we have
about five minutes left and
so what what what was your what would be
your final thought to vituity your final
advice V
so growth is fine remember but growth is
the fuel for the car where are you going
companies don't exist to make money
companies exist to do something to have
some sort of impact or make our lives
easier or offer some sort of ease or or
um some sort of contribution to the end
user and money is the fuel that helps
them to keep doing that so I want you to
have more fuel in the tank otherwise the
whole thing dies so that's fine just
again context context context but if we
take it up a few thousand
feet I'd say that you have an
opportunity that you don't even realize
that's way bigger than the category in
which you operate which is if you look
at our
nation there's a few funny
Trends one is people don't trust
politicians anymore
shocker like their trust level is at an
all-time low but we have this strange
moment in time where they seem to trust
Corporation ations more than anything
else right which means corporations are
the the better leadership models than
our own actual Civic
leaders and if you look at our nation
there's been a total loss of
idealism we've lost idealism in our
country if you go back to Ronald Reagan
or johnf Kennedy I don't care what your
politics are our presidents used to
literally stand on the stage both of
them did this in their inaugurations and
talked about peace on
Earth they literally used the terms
world peace to explain the motivations
for their
actions in other words they were
infinite minded it was an ideal that
they knew they would never achieve but
my God they would die trying which was
the point and we don't talk about world
peace anymore as a
motivation in fact in in in invoking
those words actually sounds cheesy it
sounds corny to say oh I believe in
world peace right it didn't used to be
that way and I think when you look at
your cause to improve the
lives of as many people as possible that
is World Peace if people are healthy if
people know how to talk to each other
and treat each other and listen to each
other with whom they may have
disagreements whether they're political
or business if you those people are
happier people they're more fulfilled
they're more inspired they go home
happier more fulfilled they treat their
kids better they treat their spouses
better they treat their neighbors better
you Ripple that out a few thousand feet
you get world
peace I think the impact you can have on
the world in your industry and beyond
your industry is greater than you
realize simply by doing the things that
you fundamentally believe in and
committing yourself to a cause bigger
than yourselves believe it or not if you
get this
right other companies will copy you in
the 80s and 90s GE was the leadership
factory in America
because it was a different form of
capitalism a different form of it Jack
Welch made he was the poster child for
short-termism and made short timism the
standard that it is today at Great cost
to the
nation and
uh and if you had GE on your resume they
let you run a company you knew nothing
about sure you can run Home Depot
whatever you know like if you had G on
your resume everybody wanted you imagine
having vituity on resume makes you
eligible to lead any company in any
industry just because of your reputation
and guess what they take all the values
and all the lessons and all the things
they learned here and they bring them to
the other companies the reason Jack
Welch's model spread and became
normalized in our nation why Mass
layoffs have become standardized why
short-termism and quarterly results has
become standardized is because all those
GE went to lead other companies
[Applause]
now imagine that it's all vituity
Alum or people who you worked with who
saw the world differently and all of the
sudden over the course of about a year
or two started leading differently just
because you were so nice and you made
the feel you made them feel seen and
heard and understood which is all
anybody
wants I I want to instill in you that
the impact that you can have on your
company on your industry and the
nation is riper and more available than
you
realize the time is now and I'll tell
you the nation is sick and we need our
lives
improved if not you who
[Applause]
関連動画をさらに表示
Simon Sinek on Long-Term Success and Leadership
if u actually do THIS, you’ll make millions lol
Simon Sinek - Understanding Empathy
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