Name: Simon Sinek’s guide to leadership | MotivationArk
Uploaded: 2024-12-06T22:02:37.000Z
Duration: 10 min 49 s
Description: Thousands of YouTube videos with English-Chinese subtitles! Now you can learn to understand native speakers, expand your vocabulary, and improve your pronunciation...

To-infinitive

There are two things that I think that great leaders need to have.

Adverbs of frequency

And I think these things are very often forgotten.

Leaders are so often so concerned about their status or their position in an organization, they actually forget their real job.

And the real job of a leader is not about being in charge.

It's about taking care of those in our charge.

When we're junior, our only responsibility is to be good at our jobs.

And some people actually go get advanced educations so that they can be really good at their jobs, accountants or whatever, right?

And you show up and you work hard and the company will give us tons and tons of training how to do our jobs.

They'll send us away for a few days to get trained in whatever it is that we're doing for the company.

And then they expect us to go be good at our jobs.

And if you're good at your job, they'll promote you.

And at some point, you'll get promoted to a position where we're now responsible for the people who do the job we used to do.

And that's why we get managers and not leaders.

Because the reason our managers are micromanaging us is because they actually do know how to do the job better than us.

Really, what we have to do is go through a transition.

And unfortunately, some people will never make that transition at all, which is we have to go this through this transition of being responsible for the job, and then turning it to somebody who's now responsible for the people who are responsible for the job.

And as I said before, one of the great things that is lacking in most of our companies is that they are not teaching us how to lead.

And leadership is a skill like any other, is a practicable, learnable skill.

If you practice it all the days, you will get good at it and you will become a strong leader.

If you stop practicing, you will become a weak leader.

Like parenting, everyone has the capacity to be a parent.

Doesn't mean everybody wants to be a parent.

And doesn't mean everybody shouldn't be a parent.

Doesn't mean everybody should be a leader.

And it doesn't mean everybody wants to be a leader.

And the reason is because it comes at great personal sacrifice.

Remember, you're not in charge, you're responsible for those in your charge.

That means things like when everything goes right, you have to give away all the credit.

And when everything goes wrong, you have to take all the responsibility.

That It's things like when something does actually break, when something goes wrong, instead of yelling and screaming and taking over, you say, try again.

When the overwhelming pressures are not on them, the overwhelming pressures are on us.

At the end of the day, great leaders are not responsible for the job.

They're responsible for the people who are responsible for the job.

They're not even responsible for the results.

I love talking to CEOs and say, what's your priority?

And they put their hands on their hips all proud and say, my priority is my customer.

You haven't talked to a customer in 15 years.

There's no CEO on the planet responsible for the customer.

They're responsible for the people who are responsible for the people who are responsible for the customer.

A few months ago, I stayed at the Four Seasons in Las Vegas.

And the reason it's a wonderful hotel is not because of the fancy beds.

The reason it's a wonderful hotel is because of the people who work there.

If you walk past somebody at the Four Seasons in this and they say hello to you, you get the feeling that they actually wanted to say hello to you.

It's not that somebody told them that you have to say hello to all the customers, say hello to all the guests, right?

Now, in their lobby, they have a coffee stand.

And one afternoon, I went to buy a cup of coffee.

And there was a barista by the name of Noah who was serving me.

And I had so much fun buying a cup of coffee.

So as is my nature, I asked Noah, do you like your job?

And without skipping a beat, Noah says, I love my job.

I said, what is it that the Four Seasons is doing that would make you say to me, I love my job.

And without skipping a beat, Noah said, throughout the day, managers will walk past me and ask me how I'm doing, if there's anything that I need to do my job better.

He said, not just my manager, any manager.

And at Caesar's Palace, the managers are trying to make sure we're doing everything right.

He says, when I go to work there, I like to keep my head under the radar and just get through the day so I can get my paycheck.

He says, here at the Four Seasons, I feel I can be myself.

Same person, entirely different experience from the customer who will engage with Noah.

So we in leadership are always criticizing the people.

We're always saying we've got to get the right people on the bus.

If we create the right environment, we will get people like Noah at the Four Seasons.

If we create the wrong environment, we will get people like Noah at Caesar's Palace.

And yet we're so quick to hire and fire, you can't hire and fire your children.

If your kids are struggling, we don't say, you got to see at school, you're up for adoption.

So why is it that when somebody has performance problems at work, why is it that our instinct is to say, you're out?

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Simon Sinek’s guide to leadership | MotivationArk

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