Simon Sinek: Leadership and being a Leader

Summary

This script emphasizes the importance of leadership through the lens of human behavior and motivation. It argues that true leadership is about inspiring followership, not authority or rank. The speaker advocates for a clear vision, purpose, and the creation of a supportive, family-like work environment where employees feel valued and protected. The script also highlights the significance of metrics as a means to measure progress towards a shared goal, not just as an end in themselves. It concludes with the idea that by fostering a culture of care and accountability, leaders can inspire innovation, loyalty, and long-term success.

Takeaways

• 😌 Leadership is fundamentally about having followers who voluntarily choose to follow your direction, not about rank or title.
• 🔄 Human behavior can be influenced by incentives and disincentives, much like a company's performance can be driven by rewards and punishments.
• 🎯 A true leader must provide a clear vision and purpose for the organization, explaining why the company exists and what it aims to achieve beyond profit.
• 💡 The importance of metrics in a company is to measure progress towards the vision, not just to track numbers for their own sake.
• 🤝 Accountability in a human context is not to a number but to a person, highlighting the importance of relationships in a work environment.
• 👨‍👧‍👦 The workplace should be seen as a family where everyone is given love, support, and a sense of belonging, akin to the care a parent provides to their children.
• 🙌 The best leaders are servant leaders who prioritize the well-being and growth of their employees, understanding that putting people first leads to long-term success.
• 🛠️ In times of crisis, innovative solutions like furlough programs can be implemented to avoid layoffs, promoting a sense of shared responsibility and cooperation.
• 🤔 The value of an employee's work is not just in their output but in their contribution to the team's success and the company's long-term goals.
• 🌐 The speaker advocates for a shift in focus from short-term growth targets to building a company that can endure for a hundred years, fostering a culture of sustainability.
• 💌 The importance of personal interaction and investing time and energy in relationships at work, as opposed to relying solely on digital communication.

Q & A

What is the essential element of being a leader according to the transcript?

The essential element of being a leader is having followers who choose to voluntarily follow the direction set by the leader, rather than being forced or incentivized through external means.

How does the transcript compare human beings to a company in terms of motivation?

The transcript compares human beings to a company by stating that both are motivated by incentives and disincentives. Just as companies are given bonuses for hitting targets, humans are driven by chemically produced feelings like love, trust, and joy.

What role does a clear vision play in leadership according to the speaker?

A clear vision is crucial in leadership as it provides a purpose for the company's existence beyond just making money or producing goods. It helps people understand why they are doing what they are doing and gives them a sense of direction and belonging.

What does the speaker suggest is the purpose of metrics in a company?

The speaker suggests that the purpose of metrics is to measure progress towards the company's vision. Each metric should indicate that the company is getting closer to its goals, providing a sense of fulfillment and motivation.

How does the speaker define accountability in the context of leadership?

Accountability, according to the speaker, is not to a number but to a person. It's about feeling responsible to someone who is supposed to look after us, which is crucial for a sense of fulfillment and commitment.

What is the concept of a 'servant leader' as described in the transcript?

A 'servant leader' is someone who gives selflessly to those in their organization, offering protection and support. They are focused on helping their team members achieve more than they could have imagined, prioritizing people over numbers.

What example does the speaker provide to illustrate the importance of putting people first?

The speaker cites Bob Chapman, the CEO of Barry-Wehmiller, who, instead of laying off employees during a financial crisis, implemented a furlough program where everyone took unpaid time off, ensuring that all employees shared the burden.

How does the speaker relate the concept of family to the workplace?

The speaker relates the concept of family to the workplace by suggesting that a company is like a family, with leaders acting as parents. They should provide undying love, support, and a sense of safety, just as parents would for their children.

What is the significance of the 'I have a dream' speech by Martin Luther King in the context of the transcript?

The 'I have a dream' speech is used as an example of how a leader can put a vision into words, making it visible and understandable to others, and rallying people around a common goal.

What advice does the speaker give regarding the hiring process in a company?

The speaker advises treating hiring like adopting a child, where the focus is on finding someone who fits the company culture and will be given the opportunity to contribute and grow within the organization.

What is the speaker's vision for the future of work?

The speaker's vision is a world where the majority of people are inspired to go to work and come home fulfilled by their jobs. They believe that loving one's job is a right, not a privilege, and that a supportive and caring work culture can help achieve this.

Outlines

00:00

😀 The Essence of Leadership and Followership

This paragraph discusses the fundamental aspect of leadership, which is the ability to attract followers. It emphasizes that leadership is not about rank or title, but about inspiring others to voluntarily follow the direction set by the leader. The human being is compared to a company, where incentives and disincentives are used to drive behavior. The speaker talks about the importance of a clear vision for a company, the purpose beyond making money, and how leaders must articulate this vision to inspire followers. The concept of metrics as a means to measure progress towards the vision is also explained, highlighting that the ultimate goal is not just the numbers but the fulfillment that comes from working towards a shared vision.

05:00

👨‍👩‍👧‍👦 Leadership as Servanthood in the Workplace

The second paragraph draws a parallel between parenting and leadership in a company. It suggests that leaders should provide the same undying love and support to their employees as parents do to their children. The leader's role is to ensure that employees can achieve more than the leader could have imagined. The concept of a 'servant leader' is introduced, where the leader serves the employees, prioritizing their well-being over numbers. The story of Bob Chapman and his company, Barry-Wehmiller, is shared as an example of a leader who prioritizes people over profits, even during a financial crisis. The importance of cooperation and mutual support is highlighted, using the Marine Corps' training philosophy as an example. The paragraph concludes with the proverb 'go fast go alone, go far go together,' emphasizing the long-term success of a company that values its people.

10:01

💼 Building a Lasting Company Culture

The final paragraph focuses on the goal of building a company that lasts for generations. It encourages leaders to shift their focus from short-term financial gains to creating a lasting legacy. The speaker criticizes the common practice of treating employees as disposable and instead advocates for a culture of continuous support and opportunity. The hiring process is compared to adopting a child, where careful consideration is given to ensure a good fit within the company culture. The importance of personal interactions and investing time and energy in relationships is stressed, as it fosters a stronger bond and sense of belonging among employees. The speaker imagines a world where people are inspired to go to work and feel fulfilled by their contributions. The talk concludes with a call to action for leaders to build cultures that prioritize people, which is beneficial for innovation, progress, and profit.

Keywords

💡Leadership

Leadership in the context of this video is defined by the ability to inspire and gain voluntary commitment from others, rather than through coercion or authority. It emphasizes the importance of followership as the true measure of a leader's effectiveness. The script discusses how a leader must provide a clear vision and purpose, which motivates others to follow willingly, as illustrated by the story of a leader who inspires their team with a sense of purpose and belonging.

💡Followers

Followers are individuals who choose to support and align with a leader's vision and direction. The script highlights that a leader's success is directly tied to their ability to attract and maintain followers who believe in the leader's vision. It contrasts forced compliance with voluntary commitment, suggesting that true leadership emerges when followers raise their hands in agreement to go in the direction set by the leader.

💡Purpose

Purpose is the underlying reason or goal that gives meaning to an organization's or individual's actions. The script argues that a company must have a purpose beyond profit, which is essential for inspiring commitment and loyalty from its employees. It uses the example of a company's growth, questioning not just the 'how' but the 'why,' and emphasizing the need for a clear and communicated vision that resonates with the team.

💡Metrics

Metrics in this video are presented as tools to measure progress towards a vision. They are not ends in themselves but indicators of movement in the right direction. The script criticizes the focus on numbers for their own sake and instead advocates for metrics that reflect progress towards a meaningful goal, providing the example of a dopamine-like reward for each achievement that brings the team closer to the vision.

💡Accountability

Accountability in the video is portrayed as a personal commitment to a person or a cause, rather than to a number or target. It is the feeling of responsibility and obligation that one feels towards another person, which drives performance and integrity. The script uses the example of missing a work goal and the associated feelings of letting down a loved one or a mentor, rather than just failing to meet a number.

💡Servant Leadership

Servant Leadership is a leadership philosophy where the leader prioritizes the needs of their team members over their own. The script describes this concept through the actions of a CEO who values his employees' well-being above short-term financial gains, illustrating how servant leaders provide support, safety, and opportunities for their team to achieve more than they could individually.

💡Fulfillment

Fulfillment in the video refers to the sense of satisfaction and meaning that individuals derive from their work. It is linked to the idea that people want to feel that their contributions are valuable and necessary. The script suggests that when employees feel fulfilled and necessary, they are more likely to give their best, as exemplified by the story of Marines who endure hardship together, prioritizing collective success over individual ease.

💡Cooperation

Cooperation is the act of working together towards a common goal. The video script discusses human beings' biological predisposition to cooperate and support each other, using the example of a company that, during a crisis, chose a collective furlough program over layoffs, demonstrating the power of cooperation in facing challenges.

💡Innovation

Innovation in the context of this video is the process of creating new ideas, products, or services that are valuable and feasible. The script implies that a culture that fosters love for work, safety, and fulfillment can lead to greater innovation, as employees are more likely to be engaged and committed to their tasks, contributing to the company's long-term success.

💡Relationships

Relationships in the video are the interpersonal connections that form the foundation of a strong and supportive work culture. The script emphasizes the importance of investing time and energy into building these relationships, suggesting that face-to-face interactions and personal connections are more impactful than digital communications, as they convey genuine care and commitment.

💡Culture

Culture in this video represents the shared values, beliefs, and practices that shape the work environment and employee behavior. The script argues that a positive and supportive culture is crucial for creating a workplace where people love to work and are motivated to contribute their best. It suggests that the quality of a company's culture is revealed during challenging times, not just in good times.

Highlights

Leadership is fundamentally about having followers who choose to follow your direction.

Leadership is not about rank or title, but about inspiring voluntary commitment from others.

Incentives and disincentives are used to influence behavior, both in organizations and individuals.

Chemically produced feelings like love, trust, and joy serve as incentives for human behavior.

A clear vision is essential for a leader to guide and motivate their team.

The purpose of a company should extend beyond profit to offer value and create a lasting impact.

Metrics are tools to measure progress towards a vision, not just about the numbers.

Accountability in a team is to people, not to numbers or targets.

Leaders must provide a sense of belonging, safety, and protection, akin to a family.

Servant leadership involves prioritizing the well-being and growth of team members.

Bob Chapman's approach at Barry-Wehmiller demonstrates the success of prioritizing people over numbers.

In times of crisis, shared sacrifice can foster unity and cooperation within a company.

The Marine Corps emphasizes collective success and mutual support, highlighting the importance of 'we' over 'I'.

Long-term company success is more about building a lasting culture than just rapid growth.

Hiring should be approached with the same care and consideration as adopting a child into a family.

In difficult times, the quality of a team is judged by how they handle challenges, not calm seas.

Fostering personal relationships and face-to-face communication builds stronger workplace connections.

Investing time and energy into people is essential for mutual respect and fulfillment.

Loving one's job is a right, not a privilege, and should be an entitlement for all employees.

Cultural improvement and employee satisfaction lead to innovation, progress, and profit.

Transcripts

to be a leader requires one thing and

one thing only followers that's it it

has nothing to do nothing to do with the

rank or title it has to do with whether

others are going to choose the volunteer

raise their hands and volunteer to go in

the direction that you set we can force

people to do things we can whip them

into shape or offer them all kinds of

carrots and sticks to get them to do

things but the end of the day a true

leader is the one where others raised

their hand and says and say I will

follow you the question is why should

anyone follow you now the human animal

is like a company if we want to get

certain behaviors out of the

organization out of people we give them

certain incentives or disincentives we

are exactly the same if you want someone

to perform if you want them to hit a

goal we set the target we set the goal

we offer them some sort of bonus if they

get there and we incentivize the

behavior if we threaten someone with a

punishment we disincentivize the

behavior wait till your father comes

home you know anyone who's a parent with

gold stars or bonuses or all kinds of

things we're used to this this is normal

the human body works exactly the same

way if you've ever had a feeling of love

trust joy fulfillment status pride those

are all chemically produced feelings

they're chemically produced incentives

trying to get us the human bodies trying

to get us to do certain things to get us

to cooperate tangible matters we can

only we can only see the things we have

words for right and this is why the

leader must provide a clear vision why

are we doing this why are we in business

in the first place what is the point of

growing the company that you're growing

everybody talks of what's your growth

what's the point of the growth in other

words you have a company why do you have

that company what is the value your

company is offering to others and and

what what do you want your company to

leave behind when you're gone there has

to be a purpose for why your company

exists beyond the things you make beyond

the things you do beyond the money you

make you had the purpose when you

founded the company otherwise you

wouldn't have taken the crazy risk to

start

with the overwhelming chance of failure

and people wouldn't have given you blood

sweat and tears if they didn't believe

in you

because you were the Alpha you had the

vision you had the strength and they

wanted your protection and they joined

you and I gave you their blood sweat and

tears because you gave them a sense of

purpose and belonging and protection you

have to know why you do what you do and

this is what the leaders do and the more

they can put it into words the clearer

they can put it into the word the more

we can see it again we can only see the

things we have words for and so when you

can put these things into words other

people can see them I have a dream

Martin Luther King put into words the

vision seeing he had the rest of us

could see it too and now could focus all

of our attention all of our efforts on

getting it done and every metric and

this is the purpose of metrics every

metric we use is to is it's not about

the metric metrics are supposed to

measure progress in other words each

metric is the tree getting a little

bigger each each metric is us getting a

little closer to the gazelle we get

another little shot of dopamine each

metric shows us that we're getting

closer to the vision it's not just about

the numbers at the end of the year how

do we do we're up good towards what

towards what we don't know what we're

getting closer to and it makes work

unfulfilled don't know what we're

working towards dopamine we don't care

if we let down the goal like if we have

a goal that we have to achieve for work

and we miss the goal do we feel bad that

we let the numbers down no we feel bad

that we let somebody we love down we

feel bad that we let down our boss we

let down our parents we let down our

coach we let down our drill instructor

we feel bad and we let down as human

being accountability is never to a

number accountability is to a person and

if there is no relationship with the

person who's supposed to look after us

on a postman we're supposed to be

working for then we don't feel

accountable and this is where leadership

becomes really really important you see

when we give selflessly to those in our

tribe offering them protection because

that's all anybody wants at work they

want to feel safe comfortable protected

think about it as a parent you know back

in those days there were no countries

they were

corporations there were no companies

they didn't exist there's only one thing

that pre-existed all of those things the

family that's all we had each other

think about it what do we say to our

children you don't get to choose your

children some of them are funny-looking

some of them not that smart okay those

the kids you got sorry you get to pick

your employees we don't get to pick your

children and yet it doesn't matter who

your kids are whether they're the best

looking or not whether the smartest or

not whether they're strongest or not you

give them undying love and you don't

point out their weaknesses if you're a

good parent you point out their

strengths if you're a good parent you

encourage them to do the things that

they're good at and you hold them up and

sometimes you let them fail and learn

for themselves and sometimes you

discipline them and sometimes you prop

them up and sometimes you push them and

sometimes you let them go and more than

anything else all we want for our

children is to achieve more than we

could have achieved and we will do that

by providing them support a feeling of

safety a feeling of protection well

guess what it ain't no difference at

work stop saying our company is like a

family it is a family and you are the

mother and you are the father and the

minute you hire someone you must give

them undying love and you must work

tirelessly to see that they can achieve

more than you could ever have imagined

yourself achieving those are the best

leaders that's what it means to be a

servant leader any company any CEO that

says to me proudly we put our customers

first I always say then that means you

put your employees at least second we

put people first human beings come first

not numbers we sacrifice people to save

the numbers but we don't sacrifice the

numbers to save the people a little bit

backwards and yet when we are willing to

sacrifice the numbers to save people you

watch what happens to people there's a

guy by the name of Bob Chapman in st.

Louis Missouri who runs a company called

barry-wehmiller so 1.6 billion dollar

private company with 20% year-over-year

growth for the past 20 years Warren

Buffett has 6% what is Bob's secret

he is obsessed about people he doesn't

even talk about what his company does it

happens to be heavy manufacturing large

capital expenditure machinery when

kimberly-clark wants to buy a machine to

make toilet paper they make the machine

huge huge blue collar you know sort of

good old-fashioned American

manufacturing when the when the

financial crisis hit Bob's company lost

thirty percent of their revenues off the

top boom gone they could not afford

their labor pool at all and so they sat

down and they said oh my god do we have

to have layoffs and Bob refused and so

they implemented a furlough program

where every employee from CEO to

secretary had to take four weeks of

unpaid time off they didn't have to take

it consecutively and they could take it

whenever they wanted those who could

afford it more would trade with those

who could afford it less it was

remarkable and Bob told the company it's

better we should all suffer a little

that any of us should have to suffer a

lot as human beings we are biologically

designed to cooperate and we want to

help each other when you give someone

the responsibility when you put them in

a position of power or authority for

their responsibilities they rise up why

because we all want to feel that our

lives have value we all want to feel

that our lives and the work that we do

is valuable to the tribe we all want to

know that our company needs us but we

don't make people feel need as needed

and we don't make their work feel

necessary because we take all the

responsibility we don't let them have it

and when people feel fulfilled when we

make them feel necessary they feel proud

because something got done because they

were a part of it they will give more

and more and more and more people in the

Marine Corps are willing to give their

lives for people they barely know

because they've learned to trust each

other when you show up at Parris Island

or in San Diego for the first day of

boot camp and you're standing there the

yellow footprints the drill instructor

will yell in your face this far away

from you the first word they hear the

words I me my are no longer in your

vocabulary they will be replaced with we

together and us they are taught that

success does not come by yourself it

only comes in a group

there's an old African proverb to go

fast go alone to go far go together

we're all talking about how quickly

we're growing our companies but how long

will your company last 80% of the Dow

index are 35 years or younger sure we

build fast growing companies but they

don't last I watched it I watched I went

to the crucible and watched these

Marines the crucible is their final test

before they become Marines they're out

for 56 hours they get three meals a

total of eight hours sleep the entire

time they're exhausted they're tired

they're dirty they're working hard and

you watch a fire squad of four guys

making their way under barbed wire and

shots fired and all of this mayhem ins

dirt and sand and it's crazy and they're

dragging themselves across the dirt and

one of the guys is tired and starts

falling back but they have to achieve

the mission they've got to get to the

other side but what do they do they stop

they go back they grab his webbing and

they pull they slowed themselves down

because they'd rather slow down with all

four then go fast with three to go fast

go alone to go far go together next time

somebody says what are your goals

stop saying to increase top-line

revenues by a million dollars and ten

million dollars or whatever you want to

do next year and start saying we're

building a company that's going to last

a hundred years watch the changes that

happen inside the company devote

yourself not to firing people but to

give them an opportunity to contribute

and if they fail help them up and if

they fail help them up and if they fail

help them up and if you really think

they're incompetent and you really don't

believe they fit your culture why did

you hire them because of their resumes

or because they belong we should treat

hiring like adopting a child we don't

adopt children were saying well I'd like

a blonde haired blue-eyed kid yay hi and

I want to make sure that they've done

well in preschool before I take them

well that's how we hire people I'm

looking for somebody with experience in

our industry with at least five years

with this kind of niall you mean it will

take you no that's not what we do when

we adopt a child we're going to give

them the keys to our house we let them

run around by themselves maybe even give

them responsibility over our other

children it's a slow decision we want to

get to know the kid we want to spend a

little time with the kid

see if there would fit in our family if

our other kids would get along with them

hiring is exactly the same you cannot

judge the quality of a company by the

good times we cannot judge the quality

of a crew when the when the seas are

calm we judge the quality of a crew and

the seas are rough and numbers will

never come to your aid ever people will

if your things are going great and

everything is growing and you feel that

everyone is disposable guess what they

think the same about you it's reciprocal

it's always balanced time and energy

roam the halls implement policies where

if you have something to say somebody

not just the exchange of information if

you want to pay someone a compliment if

you want to ask somebody a question

about their work not about some fact

like what time's the meeting you do not

send emails you stand up you walk the 35

feet and you walk into the ref and say

hey quick question for you that thing

that you did for the client can you just

tell me a little more about it because I

have a client meeting I promise you the

relationships that will form simply

because people are giving time and

energy it's too quick to send an e mails

too easy if you come over if I come over

to your house for dinner and a day later

I send you this beautiful email how

grateful I am for the dinner that you

made for me or if I sent you a

handwritten note with the exact same

words which one makes you feel better a

handwritten note it's not the words it's

not the intention it's the time and

energy we take and if you think you're

too busy to give time and energy to your

people then they're too busy to get time

and energy to you it is a balanced

equation I imagine a world in which the

vast majority of people wake up every

single morning inspire to go to work and

come home every single day fulfilled by

the work that they do

I believe that loving our jobs is a

right a not a privilege

why should it be just a lucky few who

get to love going to work it is an

entitlement that we all have and by

saying love our jobs doesn't mean to

like them every day we love our children

every day we don't like them every day

right we don't have to like every day

but it can be hard but we get to love it

every day and the thing that makes us

love our jobs is not the work that we're

doing it's the way we feel when we go

there we feel safe we feel protect

we feel that someone wants us to achieve

more and is giving us the opportunity to

prove to themselves and to ourselves

that we can this is the world that I

imagine this is why I do these talks

because I'm just a cog in the wheel cog

in the machine I'm just a small piece of

the jigsaw puzzle I come to this to

speak to them the nice people like

yourselves because you're the ones who

are running companies you're the ones

who are in control of the cultures that

you're building you're the ones who

determine who you hire and who you don't

are you hiring based on skills you're

hiring based on culture I come and share

these ideas with you with the hope that

some of you will try some of these

things and over the course of time you

will watch your own cultures improve and

the people love coming to work oh and by

the way it's good for innovation is good

for progress and it's good for profit

aside so I thank you very much

you