Podcasts about Sinek

Pernahkah Anda bertanya-tanya mengapa beberapa pemimpin dan perusahaan seperti Apple, Martin Luther King Jr., atau Wright bersaudara mampu menginspirasi loyalitas yang luar biasa, sementara yang lain hanya mampu mendorong transaksi sesaat? Dalam episode ini, kita menyelami gagasan transformatif dari buku Simon Sinek, Start with Why. Sinek berpendapat bahwa dunia bisnis dan masyarakat modern terjebak dalam siklus manipulasi—mengandalkan harga, promosi, dan rasa takut untuk memengaruhi perilaku. Taktik ini mungkin berhasil dalam jangka pendek, tetapi gagal membangun kepercayaan dan loyalitas yang tulus. Sebagai penawarnya, Sinek memperkenalkan "Lingkaran Emas": sebuah kerangka kerja sederhana yang terdiri dari What (Apa yang Anda lakukan), How (Bagaimana Anda melakukannya), dan yang terpenting, Why (Mengapa Anda melakukannya). Para pemimpin yang paling inspiratif berpikir, bertindak, dan berkomunikasi dari dalam ke luar, dimulai dengan "Why" mereka.   Kekuatan di balik "Start with Why" bukanlah sekadar retorika cerdas, melainkan berakar kuat pada biologi manusia. Sinek secara brilian menghubungkan Lingkaran Emas dengan struktur otak kita. "What" yang kita lakukan berbicara kepada neokorteks, bagian otak yang rasional dan analitis. Namun, "Why" kita berbicara langsung kepada otak limbik—pusat dari semua perasaan, perilaku, dan pengambilan keputusan kita. Inilah sebabnya mengapa "keputusan berdasarkan perasaan" terasa begitu benar; kita membuat keputusan dengan bagian otak yang sama yang mengendalikan kepercayaan dan loyalitas. Ketika sebuah perusahaan mengkomunikasikan keyakinan intinya, ia menjalin hubungan emosional yang jauh lebih dalam daripada sekadar menyajikan daftar fitur dan manfaat.   Lalu, bagaimana kita bisa menerapkan ide besar ini secara praktis? Episode ini membahas dua alat ampuh dari Sinek: "Tes Seledri" dan pentingnya merekrut orang yang tepat. Tes Seledri adalah filter sederhana untuk memastikan setiap tindakan dan keputusan—dari pemasaran hingga pengembangan produk—selaras dengan "Why" inti Anda. Selain itu, membangun tim yang hebat bukan tentang merekrut berdasarkan keterampilan semata, melainkan merekrut orang-orang yang sudah percaya pada "Why" Anda. Ketika karyawan merasa menjadi bagian dari tujuan yang lebih besar, mereka tidak hanya bekerja lebih keras, tetapi juga menjadi duta paling otentik bagi tujuan Anda. Bergabunglah dengan kami saat kami mengupas bagaimana memulai dengan "Why" dapat mengubah bisnis Anda dari sekadar menjual produk menjadi memimpin sebuah gerakan.  

Dominique Haijtema, journalist en auteur van De Heilige Graal, interviewde Sinek in 2016 en 2025 en vertelt hoe hij veranderde van ‘verliefd op de materie' naar een superster met media-allergie. Marnik d'Hoore, Vlaamse ondernemer en oprichter van Bloovi, deelt hoe Sineks ideeën landen bij échte ondernemers. En waarom hij met 150 ondernemers naar het Amsterdam Business Forum komt.Wat je meeneemt uit deze aflevering:Waarom de ‘why' vaak verdwijnt zodra je bedrijf groeit – en hoe je 'm terugvindtDe kracht van radicaal heldere leiders – ook als je het niet met ze eens bentHoe AI onze menselijkheid test – en waarom Sinek daar verrassend fel op isLuister nu en ontdek waarom Sinek méér is dan een TED-talk-icoon – en hoe zijn gedachtegoed jou helpt om sterker en menselijker te leiden.“Start With Why is geen rocket science – Nietzsche had het er ook al over. Maar niemand bracht het zó simpel.”

Nakaka-amaze lang na aside from His empowerment, God provides even what we need physiologically to be kind and compassionate. Sabi nga ni Sinek, “A surge of oxytocin is mother nature's way of trying to get us to look out for each other.” We were created to be kind. What an intentional Creator our God is!All Rights Reserved, CBN Asia Inc.https://www.cbnasia.com/giveSupport the show

In this episode of Sweet on Leadership, Tim Sweet guides us through his four-part framework of leadership transformation amidst today's instability. In The Drift, Tim helps leaders recognize the subtle signs of misalignment—control, confusion, and collapse—as natural but unsustainable coping mechanisms. He unpacks how these reactions stem not from personal failure but from the emotional weight of leading in a constantly shifting world. The key, he says, is not pushing harder, but stepping back to reconnect with the foundation of leadership itself.From there, we move into The Reset, a call to return to purpose and audit the energy we give to people and projects. Tim encourages listeners to make just one aligned decision and let small, intentional actions build toward bigger change. In The Reach, he explores how leaders can guide their teams with clarity and truth—not by solving every problem, but by anchoring to what matters most and adapting as needed. Finally, in The Practice, Tim reframes transformation as a modular, ongoing discipline. It's not about heroic reinvention, but honest, daily choices that reshape how we lead from the inside out.The episode closes with a powerful reminder: this isn't about fixing others or waiting for normal to return—it's about returning to our bedrock, reshaping ourselves, and choosing to lead what's next with resilience and purpose. If you're feeling the pull to lead differently, this conversation offers the clarity and calm you didn't know you needed. --Contact Tim Sweet | Team Work Excellence:WebsiteLinkedIn: Tim SweetInstagramLinkedin: Team Work Excellence--TranscriptTim  00:01When outside forces are bucketing us around, politically, socially, economically, and our people are bringing in more fear into the workplace, and our clients are more hesitant than ever, and the whole world seems like it is on tilt. We're still supposed to be leaders, and that can feel sometimes like a fantasy. By the end of this episode, you're going to have a clear sense of what might be holding you back. And I'll give you some practical ways that we can go forward, not through more effort, because we know today, capacity is an issue, energy is an issue. Not through more effort, but through better alignment, alignment with your purpose and alignment with who you are. You're going to walk away with some new language, some new structure and hopefully a new mindset, so that you can go through these resets and lead with clarity again. So if you're a leader and you felt more tired, more scattered and more unsure lately, this episode is the one you need.  Tim 1:06I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action? Are you able to align others towards that vision and get them moving to create something truly remarkable. If any of these describe you, then you, my friend, are a leader, and this show is all about and all for you. I'm Tim Sweet. I'd like to welcome you to the 54th episode of the sweet on leadership podcast. Tim 1:38Welcome. Perhaps you feel like you're the only one that is struggling today, I want you to know you're not alone. A lot of the smartest, most capable leaders that I work with, the ones that are at the very top of organizations, are saying the same thing. I don't know if what I'm doing is the right thing, and I have days where I'm not sure I'm enough. It's not just the pressure that is coming down to deliver our strategies and our mandates. There is a new fear, a new anxiety and a new emotional weight that's on everyone you your team, your customers, the people you serve. It's the fact that the ground keeps shifting today, not just that things are tumultuous, but everything is changing week on week. Yet you're supposed to stay steady yet you have long range commitments that you need to make.Speaker 1 2:31A lot more time spent on investments or politics. Those are the things where people are having conversations. Speaker 2  2:38We've all got budget pressures. The political noise. Staff complaining. Faculty complaining. Students are complaining. It's all piling up, and people seem hesitant and guarded, and we used to be more collegial. Now it just feels, just feels like everybody's getting by, just trying not to drop the ball.Speaker 3  3:00I don't think I've seen work like this. I haven't seen teams, still smiling, but just tightly wound. Speaker 4  3:09I've been spending more time managing how people feel than actually moving work forward. We need to hit deadlines, and it's like everybody's tired. Speaker 5 3:18And I can't slow down. I've kept myself checking in on things more often, just making sure things are moving along. And I'm mentally frazzled. It's just so much more frustrating, and this is what I'm hearing from my team.Tim  03:38Okay, let's talk about leadership exhaustion. Some days, leadership doesn't feel like it's as simple as simply carrying the vision forward inspiring people. It feels like trying to stay upright and holding on to people amidst this flood of uncertainty. Today, you're going to be navigating complexity, managing expectations, carrying emotions of others, and somewhere in all of that, you're supposed to be clear, you're supposed to be stalwart, you're supposed to be steady. But lately, a lot of leaders are finding themselves in this type of fog. They're not broken, they're not necessarily burned out we're just caught in this limbo. We're between two worlds, the world we were prepared for and that everything worked in, and this other world, this unknown future where we're standing now. It's this limbo that has us feeling adrift, and it's here, when we feel this way that we have to be the ones to first find purchase. This is how we get set to transform and rebuild. It's not recovery, it's not resilience, in the way of being broken and then having to get fixed again. We're actually talking about being break resistant. Because in this environment, transformation isn't a one time pivot. We can't just change things around us. There's that saying that says everybody wants progress, but nobody wants change. Well here change even isn't enough. We have to transform, and that ability to transform and to really evolve oneself is a continuous skill. Tim 05:30Let's talk about the drift. When the pressure around us builds, the highest performing leaders fall into one of three states, typically. We have ones that tend to opt for control. They take everything on themselves, they tighten their grip, they micromanage. It's a form of leadership that's more about protecting others, but really it's over functioning. It's trying to make everyone safe. It's trying to bring everything home yourself. It's trying to be the hero. The second camp that people fall into is one that is confused. They're pivoting constantly. Everything feels urgent, everything feels like a threat, and they lose the thread of what actually matters. And in third camp, we actually see collapse. We see people going through certain motions, but quietly, just checking out. They're still doing the job, but they're finding ways to divest themselves from caring too deeply, because that's just painful. These aren't character flaws necessarily. They're coping strategies, and they're what we see in response to a world that keeps moving the goal posts. We have to remember that many of us, all of us, have been through the trauma of the pandemic, and we learned coping mechanisms just to get through the day. Those coping mechanisms for many people are reasserting themselves. It's how we dealt with great degrees of uncertainty and polarization. Tim 7:10And polarization is a big deal. In today's world, things are more polarized. Things are more emotionally charged. People are taking things very personally, not just from a dogmatic perspective or a belief perspective, but also because this is hitting them in the pocketbook. Things are becoming economically unstable. These are things that you feel. And when the clarity and the certainty that we're okay disappears, we begin this kind of drift. It's just like a boat that's lost its anchor. We can't lead people well from that place. We've got no steerage on, we've got no forward momentum, we have no wind to drive our sails, we have no water moving over the rudder. So because what's forward looks so scary, we tend to go back to a previous version of ourselves, like an image on your computer drive the thing that was the last version of your computer that was working before you got a bug. Going back to the previous version of ourselves isn't always the best way to go. We don't need to go back to the previous version we need to actually dive deep and go back to what is foundational, back to that bedrock, which are the simplest possible terms of what we are and what we're meant to be. Tim 13:02This brings us to the reset. Resetting is not just about calming down, and it's definitely not about simply changing the strategy and changing things that are around us so that we can stay the same. It's actually saying this new way of operating requires a new version of us, and so we have to transform, and we have to transform in real time, because our old assumptions and our old way of being don't fit the time. This doesn't mean a wholesale reinvention. That would be incredible. You can't become a different person, and we don't want to start from scratch, because that's just incredibly overwhelming and exhausting. Instead, what we need to do is return to what's essential and then build back up selectively so that we can address where as leaders, do we have things that will work in the future state and will not work in the future state. What about our strategy works? What about our strategy doesn't? What about our processes and how we lead them works and what doesn't? And what about our people and our teams and how they're engaged and what works and what doesn't? And if you want to go one step further, we have to look at our interest holders or our customers? Are they working for us? Do they need to change? If we're going to shift any of those things, we have to get into this state of creativity. Tim 10:13So step one, we need to reconnect with our purpose. You've heard Sinek say “your why” not the one in the strategic plan, not the purpose that's on your company mission statement, but the one that lives in here in your gut. Who are you designed to be? How do you express yourself in this world as being a powerful entity? Why are you here? And why are you right for this moment, that's what you have to connect to. Tim 10:45Step two, we need to audit your energy. What parts of your work are giving you life, despite all the confusion, which are giving you a sense of driving you forward and are drawing you forward or pulling you forward. You're not pushing rope. You're actually enthused with what you're working on and what parts of your life and your work and your roles are draining you? What have you been tolerating that in this new, more brittle future you can no longer tolerate? We have to now become very economic with how we're spending our time and how we're how we're expending energy. Burnout often hides in the gap between our values and who we think we need to be and the demands of our calendar. And we try to be this and do this. And those two things don't always mesh. We have to be much more selective and find methods and processes that allow us to balance those two things.Tim  11:54Step three, we need to make one decision. We need to make one move at a time towards alignment, not multiple moves. We need to take one step towards agency. You don't need a grand plan, and you don't need to be working things all simultaneously. The reason is this has to be experimental, and you're going to be creating and trying something and seeing if it makes life better. And you can't do that if you are changing multiple multiple factors at once. Tim 12:26You don't need that grand plan, but you do need to prove things out. And most importantly, your brain is going to be learning this entire time. You need to prove to yourself that you're not powerless in a seemingly massive and uncontrolled situation where you feel like such a small fish in such a large pond. Tim 12:47Transformation happens properly in small ways, right? We don't try to evolve everything at once. We try to look at how do we need to evolve, and then make selective adaptations. If we go at things with this scalpel rather than a shotgun approach, we can approach things modularly. We can change out one thing at a time. Tim 13:15This is the practice, and it's what as a leader, we have to train our egos and our brains and our instincts to serve. When is it time to initiate another one of these recreations, another one of these adaptations, another one of these transformations. Tim 13:39A sustainable transformation that's not going to destroy us and have to completely build us up from the bottom. Happens in small modular bites. These small choices that allow us to sense  something needs to change, test it out, and then make that change and go for something new. It is a creative process. It would be like trying to paint a picture where you want to change something about the picture, so you wipe everything off. No, you don't do that. You look at what is wrong with this image, and then you push a little bit of paint around. You add a little bit of red here and a little bit of green there. It is a creative exercise. It's an artistic exercise. It's releasing something that has always been there and has just been cluttered up.Tim 14:32This sense that something needs to change, and then we get foundational, and then it becomes manageable. Is a practice. It's a discipline. Because once we can do that, and we can tolerate, then we can enter this kind of creative, experimental stage where we can try different things on. That's how we evolve. That's how we build ourselves into something new. Tim 14:56And when we build ourselves into something new, and we do it right, you know what? We don't feel like we had to become somebody else. No, we're making choices. There's a lot of agency here, right? And we're making better choices, because these are all steps that are closer to who we were ultimately meant to be. And yet, I talk a lot about fluency. I talk about having a clear idea of what your ultimate expression looks like, because that gives us a true north about where we want to go and when we're in periods of transition and transformation, crisis like this, that true north, that clear vision of who I'm meant to be. It allows us to make some very logical decisions. It's like a game of hot and cold. You know, when a move is getting you warmer, warmer, not colder, colder, warmer, it's towards where you need to be. Tim 16:01All right, so once you've done the internal work, which again, is to get back down to this foundation of who I am, what am I meant to be, and what can I change? And what am I going to work on first. it's time to guide others. The reason is they're going to be going through the same things. And you can take a look at them and say, All right, which ones are stepping up their level of control, trying to gather more control, which ones are confused and getting creative and trying to just throw spaghetti at the wall, and which ones are choosing to disengage, and they're kind of collapsing in that way. You need to help them through it, coach them through it, because if you don't, they're going to be a constant drag on your energy. You cannot supplement them through this. You cannot be the hero. You have to help them find their own stability. When we do that, we will be working through them to help them. name, what's real in their lives. What are they dealing with? As leaders, our best approach is to speak plainly, speak in terms that are real. We don't need to sugar coat things. We have to be kind, but we don't need to sugar coat things, and we don't need to dramatize things, because we don't want to engage in mental manipulation. We don't want to be fooling them through things that are okay. That's not a way to build stability for others. We want to bring truth into the room. We want to focus our teams on what matters most right now, the essential work, the parts of the strategy, what we're going to see through, and where you expect them to be. We might have that long term goal, but we also need to have short term goals in terms of what are we going to work on in this team to become that new thing. We want to make sure that we reassert the values that we've always had and the ones which we refuse to compromise on, because we can't shift our values and expect to be happy a few months down the road. So, here's a shift that you want to start to engage in stop treating this new tension like something that you can manage. Treat it like something you need to understand and then be able to work with. Thirnk of it like a new current in the water. We need to be able to not only navigate it, but we need to be able to utilize it to move forward effectively. Tim 18:40The tensions reveal why our old ways no longer fit with new realities. And when we start to think in terms of tensions and conflicts, it helps us understand where our systems and our behaviors and our beliefs and our identity and our assumptions and our fears and our myth, etc, need to be evolved. Need to be either proven true or need to be disregarded. Transformation isn't one big moment, it's 1000 small realignments. They're modular, they're intentional, and they're ongoing. And this might seem overwhelming, but for a moment, just stop and think, when there's no crisis and we're just going through business generally, we are constantly rebasing things. We might have gone through a project or a particularly tough time, and we look back at and say, oh, we were good enough to get through that. Well, that's actually something that we want to call out as being a success bias, we forget that. You know, that road to that success was full of small adjustments and often transformations. The only thing here right now is the threat seems so much more out of the norm, but the fundamentals remain the same. You don't have to overhaul everything. In fact, you shouldn't. We simply have to get really real and then find the parts that no longer serve, and we reshape those parts. We transform those parts. And this is how teams change. This is how culture changes. Whether or not you have a new person join the team, or a new leader join the team, or you're pointed in a substantially different direction. For us, our transformation is how our leadership becomes sustainable, and it's how our trust in ourselves becomes sustainable. Once we realize that we are creatures of transformation and creatures of reinvention, then we're okay. So let's talk a little bit about the practice, because this doesn't really get talked about enough. We always just think, we go ahead and we do it. None of this is a one-and-done. You are not transforming once. You are transforming often. And as I say, You're a creature of transformation. Sometimes these have to be more profound than others, and they feel bigger. Sometimes we do this on an organizational level, new roles, new teams, reorganization, strategic shifts, brand new leaders. But more often, they happen in small ways, and they happen constantly. They can happen in the moment of how we speak in a meeting, how we hold a boundary or a line, how we choose to be present and listen in the moment over panicking, when we choose to calm people down or offer a, You know, a gentle push in the right direction. the idea of transformation is something that we need to normalize. We have to make space for it. We have to consider it as a practice, not a crisis response. Yes, if you're feeling this way, a crisis is causing you to listen to me right now, but this should be a change that you make now, and you carry this as a practice forward for the rest of your leadership journey. Tim 22:09It is okay as an individual and as a leader to feel wobbly, to not know that something is just right. Often we fake our way through this. Instead, we want to realize that we have slipped out of our sense of control, and we want to get real and honest with that, and then approach it in a very intentional way. You don't need a lot of fancy language to do this, or a polished leadership message. You don't need to gain some sort of a degree in order to be good at this. Instead, we need to be intentional and present. You need to notice where friction lives in yourself and in your team, and you need to notice what old habits and myths and structures are grinding against what you need now. Transformation starts with this incredible amount of honesty, and once we are honest and we can put ourselves between that immovable object and that irresistible force, we feel momentum and we're encouraged forward. And I use that word intentionally, because being encouraged is being filled with courage that we're headed in the right direction, and that makes it very easy for people to feel that energy and that certainty. You can bring that to yourself so you have a better Monday and a better Friday, and you can bring that to your team so that they're less likely to want to jump ship because they start blaming the job, instead of recognizing that it's simply a time to change and we can stop blaming the work and letting it run roughshod over us and sap us of all of our energy and overwhelm us with capacity challenges. You're only three months into this insanity. We have at least two to four years of this coming, so you may be tempted to wait it out, but the people who are going to make it through this in fine, fine style, are the ones that are going to realize they're in a fog and decide to get through it, not just adapt enough to survive, but actually to become that thing that they were always meant to become. Don't waste a good crisis. So maybe it's time to shoot for something a little bit deeper. I encourage you to get open about stripping back to what's true and what matters most, and what fits this moment and who you need to be today and build from there. Because the leaders that we need now aren't the ones who are claiming to have all the answers, because, frankly, we don't know what the future is going to look like. They're the ones that are willing to transform, they're ones that are willing to connect with others and create spaces for dialog, and they're the ones that are able to do this over and over again in the service of something meaningful. So trust yourself that you are enough, start from where you are, in fact, start beneath that, from who you really are and what you really want, and then with just your first step, with that first decision, with that first act of clarity, you can move. Tim 25:52Thanks for taking this moment to be here with me for investing in yourself and your own growth. If you found this little method helpful, I'd encourage you to share it with somebody who might be carrying more stress and weight than they let on. And this week, get excited, because this is a tremendous opportunity to stimulate that growth and that transformation in yourself, figuring out how to get one step closer to that ultimate expression of potential and lead wherever this crazy world takes us. All right, see you soon.Tim  26:33Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter. You can find the link in the show notes. If, like us you think it's important to bring new ideas and skills into the practice of leadership, please give us a positive rating and review on Apple Podcasts. This helps us spread the word to other committed leaders, and you can spread the word too by sharing this with your friends, teams and colleagues. Thanks again for listening, and be sure to tune in in two weeks time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim Sweet encouraging you to keep on leading.Tim  26:33Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter. You can find the link in the show notes. If, like us you think it's important to bring new ideas and skills into the practice of leadership, please give us a positive rating and review on Apple Podcasts. This helps us spread the word to other committed leaders, and you can spread the word too by sharing this with your friends, teams and colleagues. Thanks again for listening, and be sure to tune in in two weeks time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim Sweet encouraging you to keep on leading.

If you're using Sinek's “why, what and how” framework for team collaboration, what do you do when it turns out you're lacking two out of the three?! In this episode, Squirrel and Jeffrey talk about their own experience of this, the concept of leaky abstractions, and the importance of shared problem ownership. Links: - Simon Sinek: https://simonsinek.com/books/start-with-why/ - Somebody Else's Problem Field: https://hitchhikers.fandom.com/wiki/Somebody_Else%27s_Problem_Field - Previous episode about Walking Skeletons - Ep125: Commitment Engagement is Not Enough: https://soundcloud.com/troubleshootingagile/commitment-engagement-is-not-enough - Previous episode about Cycle Time - Ep249: Estimates: A Productive Argument, Part I https://soundcloud.com/troubleshootingagile/reporting-estimates -------------------------------------------------- You'll find free videos and practice material, plus our book Agile Conversations, at agileconversations.com And we'd love to hear any thoughts, ideas, or feedback you have about the show: email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick joined forces at TIM Group in 2013, where they studied and practised the art of management through difficult conversations. Over a decade later, they remain united in their passion for growing profitable organisations through better communication. Squirrel is an advisor, author, keynote speaker, coach, and consultant, and he's helped over 300 companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, and is an accomplished author and speaker. You can connect with him here: www.linkedin.com/in/jfredrick/

Simon Sinek is a renowned author, speaker, and leadership expert, best known for his concept of "Start with Why." He focuses on inspiring individuals and organizations to find their deeper purpose and align their actions with purpose for greater success and fulfillment. SpeakerSimon SinekSimon Sinek is a renowned author, speaker, and leadership expert, best known for his concept of "Start with Why." His TED Talk on leadership and motivation is one of the most-watched of all time, and his books, including Start with Why and Leaders Eat Last, explore how great leaders inspire positive change. Sinek's work emphasizes the importance of clarity, trust, and vision in leadership.Follow Simon Sinek:https://www.instagram.com/simonsinek/?hl=enhttps://simonsinek.com/►Speech Credithttps://www.youtube.com/watch?v=8l-YpiiBH4ohttps://www.youtube.com/watch?v=D46zvJI-njUhttps://www.youtube.com/watch?v=Q-zuTZuYeCghttps://www.youtube.com/watch?v=V2K4VqkfRaMMusic: SatelliteDarkwave STEMS INSTRUMENTSParallax_nochoirIn hindsight - Silver MapleAt the end of nothing STEMS MELODY - Silver MapleAlways in Trouble STEMS INSTRUMENTS - Piper EzzLost Senses - Sage OurslerWhat you're here for instrumental - Moments Hosted on Acast. See acast.com/privacy for more information.

Müsliminal Mesaj'ın 15. bölümünde, @sametyahyabal hocamızı konuk ettik."İslam akıl dini midir, nakil dini mi?", "Bütün nakilleri aklımızla anlayabilir miyiz?", "Anlamadığımız hadisleri reddedebilir miyiz?" gibi soruları, ve ilk görünüşte akla yatmayan acve hurması, deve sidiği, sinek kanadı ve mantar suyu ile alakalı meşhur hadisleri konuştuk. Siz de yorumlarınızı, görüş ve önerilerinizi bizimle paylaşabilirsiniz ⬇️ İyi seyirler...DİPNOTLAR:Videomuzda bahsedilen makaleler için ilgili linkler:Sinek Kanadı:https://pubs.rsc.org/en/content/articlelanding/2016/nr/c5nr08542j/unauthhttps://pubs.acs.org/doi/abs/10.1021/acsami.6b13666https://www.sciencedirect.com/science/article/abs/pii/S002197972100967Xhttps://scholar.google.com/scholar?hl=tr&as_sdt=0%2C5&q=bactericidial+effect+on+fly+wings&btnG=Acve Hurması:https://pubs.acs.org/doi/abs/10.1021/jf401371vhttps://www.sciencedirect.com/science/article/abs/pii/S0924224416304435https://www.nature.com/articles/s41598-018-36475-0Deve sidiği:https://www.sciencedirect.com/science/article/pii/S1658361216000238https://www.sciencedirect.com/science/article/pii/S2468227624003193https://www.sciencedirect.com/science/article/pii/S1319016421001031https://www.frontiersin.org/journals/genetics/articles/10.3389/fgene.2019.00017/fullhttps://www.sciencedirect.com/science/article/abs/pii/S0378874112005235?casa_token=S_MPSNSMTOEAAAAA:9FAGzCFPdiGwgtVTN7c0AnvUFnbCd4ylKr86knb0L3Kq4ElsHhKd9xML7ABMUJPa3kgp7-AZBwMantar suyu:https://books.google.com.tr/books?hl=tr&lr=&id=FlrpouUh740C&oi=fnd&pg=PR7&dq=Mushroom+juice+treatment+for+eye+diseases&ots=XGg73Hzq3q&sig=5p5htOnTgSNSJbH5VEM_6hP8aFQ&redir_esc=y#v=onepage&q&f=falsehttps://books.google.com.tr/books?hl=tr&lr=&id=lYrcvn0dnGkC&oi=fnd&pg=PA1&dq=Mushroom+juice+treatment+for+eye+diseases&ots=7cM81V710w&sig=kiSOozNA0rJFFtpd0hAL8HYXjAU&redir_esc=y#v=onepage&q&f=falsehttps://japsonline.com/abstract.php?article_id=2971&sts=2https://www.sciencedirect.com/science/article/abs/pii/S0308814617316205?casa_token=7QuSRVC6LBAAAAAA:1ZWBWz2mDCAgjAbI12eFT1BRuBjcFvbqIrGP1rpmSEKkpkzWN-gTwpVF5n40ODgiNIAfZKfNlAhttps://link.springer.com/chapter/10.1007/978-3-642-40096-4_20https://link.springer.com/article/10.1007/S00217-020-03646-1https://www.homesciencejournal.com/archives/2023/vol9issue1/PartC/9-1-35-510.pdfhttps://www.ajol.info/index.php/br/article/view/224051https://www.sciencedirect.com/science/article/abs/pii/S0924224418303406?casa_token=RbYRTQEdaq8AAAAA:PM4ykUgk9wjQRCiRcBi_jczmte1jZ-BM8UpiT7vUAoT2cmR_02DPtPfuryJFaQTJxw1SsaWjaw*Video Linki: https://youtu.be/jnqEb3SSpCM*Bölümler:0:00 Intro1:15 İslam akıl dini midir, nakil dini midir?2:41 Peki ama akla aykırı hadisler ne olacak?3:46 Tevil nedir? Tevili şart olan ayet ve hadisler...4:38 Deve sidiği meselesi6:33 "Akıl-Nakil çelişmez" dedik ama HANGİ AKIL?9:29 Aklın da sınırları var11:42 İslamın kabul etmediği arızalı akıl akımları12:43 Bütün nakilleri aklımızla anlayabilir miyiz?14:00 Âkıl denilen insanlar kimlerdir?16:03 Nakle değil, nakleden akılların delillerine tabi olmak17:43 İslam tüm yetileri gerekli ölçülerde sınırlar19:00 Hadisleri yorumlamada "düşük seviye"20:49 Tıbb-ı nebevi dönemin Galen tıbbıdır22:07 Mantar suyu hadisi22:37 Acve hurması hadisi25:59 Sinek kanadı hadisi29:03 Hadis inkarcıları aynı usulle Kuran'a yaklaşsalar...32:22 ÖZET33:28 Asıl manası zamanla ortaya çıkan hadisler*Takip Etmeyi Unutma:Instagram: @maksat114bursa⁠YouTube: @maksat114Spotify: Maksat 114⁠X: @maksat114bursa⁠⁠

Simon Sinek Reveals a Powerful Secret | Most Inspiring Speech Ever Simon Sinek speech, motivational speech, secret to success, best speech ever, life advice, personal development, leadership inspiration, Simon Sinek secret, professional growth, inspiring talks, entrepreneurship motivation, success mindset, motivational videos, leadership advice, personal growth tips, career success, transformative speech, motivational speaker, key to success, Sinek's insights Learn more about your ad choices. Visit megaphone.fm/adchoices

Nuri Çetin, Alper Çelik ve Ömür Okumuş ile varyantlı hususlara yolculuk.

Stephen “Shed” Shedletzky, Chief Vision & Leadership Officer at Shed Inspires, keynote speaker, leadership facilitator and coach, and author of Speak-Up Culture joins me on this episode. Shed guides leaders who are committed to putting people and purpose first. He's a graduate of the Ivey Business School at Western University in London, Ontario. He was a long-time member of Simon Sinek's team, narrated Sinek's 2017 audiobook Find Your Why, and co-hosted the Start With Why podcast. We talk about the importance of psychological safety, cultivating a culture that embraces and celebrates being heard, leaning into our vulnerability, and more. Get connected with Shed: Website: https://www.shedinspires.com/ Facebook: https://www.facebook.com/stephen.shedletzky Twitter: https://x.com/shedinspires LinkedIn: https://www.linkedin.com/in/stephenshedletzky/ Instagram: https://www.instagram.com/shedinspires Purchase a copy of Speak-Up Culture: https://www.amazon.com/Speak-Up-Culture-Leaders-Listen-People/dp/1774582848  Leave a 5-star review with a comment on Apple Podcasts: https://podcasts.apple.com/us/podcast/business-minds-coffee-chat/id1539014324  Subscribe to my Business Builder Newsletter: https://bit.ly/32y0YxJ  Want to learn how you can work with me to gain more clarity, build a rock-solid foundation for your business, and achieve the results and success you deserve? Visit http://jayscherrbusinessconsulting.com/ and schedule a 1:1 discovery coaching call. Enjoy, thanks for listening, and please share with a friend! To your success, Jay

In this episode of the Podiatry Legends Podcast, Tyson Franklin and Richard Chasen discuss Simon Sinek's book 'The Infinite Game.' The book emphasises the importance of long-term thinking in business and life, contrasting finite games like soccer, which have clear rules and endpoints, with infinite games like business, where success is continuous and legacy-building. Through stories and examples, they highlight Sinek's key ideas, such as the importance of having a just cause, building trusting teams, and maintaining ethical standards. They discuss relevant comparisons, including Apple vs. Microsoft and lessons from the Vietnam War, to illustrate how an infinite mindset fosters sustained progress and collaboration. Tyson also shares his encounter with Navy Seal Jocko Willink at Business Black Ops. They conclude by urging listeners to embrace change and future-proof their businesses. If you have any questions about this podcast episode or are looking for a speaker for an upcoming event, please email me at tyson@podiatrylegends.com, and we can discuss the range of topics I cover. FREE Business Guidance: A podiatrist I spoke with in early 2024 made an extra $40,000 by following my advice from a 30-minute FREE Zoom call. They were so happy they bought me a $400 bottle of bourbon. You don't have to do that, but if you do, I will never say no!!! Think about it – you have everything to gain and nothing to lose. Please follow the link below to my calendar and schedule a free 30-minute Zoom call. I guarantee that after we talk, you will have far more clarity on what is best for you, your business and your career. My SCHEDULE – https://calendly.com/tysonfranklin/podmeeting30 FACEBOOK GROUP Podiatry Business Owners Club – https://www.facebook.com/groups/podiatrybusinessownersclub MY BOOK is available on AMAZON It's No Secret…There's Money in Podiatry – https://amzn.to/3JhO9cz Subscribe to my YouTube Channel – Tyson E Franklin 

Simon Sinek es un autor, orador y consultor británico-estadounidense reconocido por su enfoque inspirador del liderazgo y la cultura organizacional. En su obra Los Líderes Comen al Final, Sinek propone una visión en la que los verdaderos líderes crean ambientes de trabajo donde las personas se sienten seguras, valoradas y motivadas a rendir al máximo. A través de ejemplos, investigaciones y anécdotas, Sinek muestra cómo priorizar el bienestar del equipo, en lugar de las ganancias a corto plazo, fortalece la confianza, mejora la colaboración y potencia la innovación. Los Líderes Comen al Final es una guía esencial para quienes desean cultivar una cultura de liderazgo auténtico, basada en la empatía, la responsabilidad compartida y el crecimiento mutuo, logrando así organizaciones más sólidas, humanas y exitosas. iA seguir aprendiendo! ¿Quieres unirte a nuestra membresía? Acá lo puedes hacer: https://hotm.art/FD4HbC5u 

Chapter 1: Summary of Leaders Eat Last"Leaders Eat Last" by Simon Sinek explores the dynamics of leadership and organizational culture, emphasizing the importance of creating environments where people feel safe and valued. Sinek argues that effective leaders prioritize the well-being of their team members, fostering trust and collaboration.The book is built around the concept of "Circle of Safety," which encompasses the idea that leaders should protect their teams from external threats and internal challenges. By doing so, leaders create a sense of belonging and community, which in turn leads to higher morale and increased productivity.Sinek uses various real-world examples, including military structures and successful businesses, to illustrate how leaders who put their people first can inspire loyalty and drive success. He discusses the biological and psychological factors that motivate human behavior, including the roles of hormones like oxytocin (linked to trust and bonding) and cortisol (linked to stress).Ultimately, Sinek emphasizes that true leadership is about serving others and creating conditions for everyone to thrive. He encourages leaders to embrace vulnerability, exhibit empathy, and build strong relationships, which are essential for cultivating a positive and lasting influence within organizations. The book serves as a guide to understanding the profound impact that supportive leadership can have on individuals and groups.Chapter 2: The Theme of Leaders Eat Last"Leaders Eat Last" by Simon Sinek explores the dynamics of leadership and the impact of organizational culture on performance and employee well-being. Here are key plot points, character development, and thematic ideas from the book: Key Plot Points:1. Biological Foundations of Leadership: Sinek discusses the role of hormones (like cortisol, dopamine, serotonin, and oxytocin) in human behavior and decision-making. He explains how these biological factors influence trust and cooperation within teams.2. The Circle of Safety: A central concept in the book, Sinek introduces the idea of a "Circle of Safety," which leaders create to protect their team members from external and internal threats. This circle fosters trust and security, allowing employees to feel safe and valued.3. The Role of Leaders: Sinek emphasizes that true leaders prioritize the well-being of their team over their own interests. He uses examples from military, business, and nonprofit organizations to illustrate how effective leaders "eat last," putting their team's needs first.4. Case Studies: Throughout the book, Sinek presents various case studies (such as the Marine Corps or companies like Costco and Microsoft) that embody his principles. These examples demonstrate how organizations that prioritize employee welfare achieve greater engagement, loyalty, and success.5. Crisis and Opportunity: Sinek discusses how crises can reveal the quality of leadership and the strength of an organizational culture. During challenging times, leaders who maintain a focus on their people can provide clarity and resilience. Character Development:1. Simon Sinek: As the author and central voice of the book, Sinek evolves from simply presenting ideas to embodying them through storytelling and case studies. He showcases not just theoretical concepts but also practical applications, demonstrating his dedication to promoting positive organizational change.2. Leaders in Various Contexts: Sinek profiles different leaders who embody his principles—military leaders who build strong bonds amongst ranks, corporate leaders who foster open communication, and non-profit heads who inspire their teams through shared purpose. These characters serve as examples of effective leadership that prioritize employee welfare.3. Employees' Journeys: Various employee...

Bu bölümde ekibimiz, kişinin kendi isteklerine ne kadar öncelik verebildiğini masaya yatırdı. Kendi isteklerimize öncelik vermiyorsak kiminkine veriyoruz? Cevabını Emin ve Berkin'den dinleyelim. Interactive Transcript and Vocab Helper Support Easy Turkish and get interactive transcripts and live vocabulary for all our episodes: easyturkish.fm/membership Transcript Intro Emin: [0:26] Herkese merhaba. Easy Turkish Podcast'in yeni bölümüne hepiniz hoş geldiniz. Bugünkü bölümümüzde Berkin'le beraberiz. Nasılsın Berkin? Berkin: [0:35] Ben iyiyim Emin. Sen nasılsın? Emin: [0:37] Ben de iyiyim. Biraz bir yorgunluk, kırgınlık var üzerimde, tam sebebini anlayamadığım ama, iyiyim yani genel olarak bir şeyim yok. Biraz sesim biraz farklı gibi. Berkin: [0:47] Evet. Girişten anlar bence izleyicilerimiz de. İlk "Herkese merhaba."dan anlaşılır diye düşünüyorum. Emin: [0:53] Aynen. Bilenler anlar bende bir sıkıntı olduğunu. Berkin: [0:57] Aynen. O tok, net ses tonun yoktu. Bir tık daha böyle şeydi yani... Kırgınlığı hissettiriyordu. Emin: [1:03] Evet. Enerjim tam yerinde. Aslında yerinde amaböyle bir sesimde falan bir gariplik var. Öksürüyorum. Tam anlayamadığım bir durum var. Berkin: [1:12] Evet. Her şey yolunda giderken böyle kenardan, kıyıdan çıkan o şeyler biraz can sıkıcı oluyor. Mide bulandırıyor diyelim. Sinek de küçüktür ama mide bulandırır misali. Emin: [1:22] Aynen öyle. Yainsan hayatında kendi hariç bir sürü şeye odaklanınca böyle oluyor. Aslında biraz bugünkü bölümümüzün konusu da bununla alakalı. Berkin: [1:33] Evet çok iyi bağladın gerçekten. "Geçmiş olsun."unu araya sıkıştırayım ben. Sonra konumuza devam edebiliriz. Emin: [1:41] Teşekkür ederim. Evet, bugünkü bölümümüzde aslında Türk toplumunun bence sıkıntılı olduğu bir durum, başkasına göre tabii ki başka bir durum olabilir bu. Benim de yaşadığım, muhtemelen senin de yaşadığın, muhtemelen Türkiye'deki herkesin yaşadığı: Kendi isteklerini çok arka plana atma durumu. Yaşıyor musun? Support Easy Turkish and get interactive transcripts and live vocabulary for all our episodes: easyturkish.fm/membership

Are you doing friendship right? Simon Sinek talks about what it means to be a friend today. He shares an '8-minute rule' that could change how you handle relationships. Sinek explains why it's okay to end friendships, even long-term ones, that don't work anymore.He talks about setting boundaries, how to 'break up' with friends, and why trying to help everyone might hurt your own relationships. If you're having trouble making friends or thinking about your current friendships, this conversation gives you ideas to build better connections.Sinek digs into what real friendship looks like and offers ways to improve your social life. He explores the challenges of maintaining friendships and provides practical advice for nurturing meaningful relationships in today's world.Listen to the full episode here.Watch the full episode on YouTube here.***Thank you to my wonderful sponsors!BON CHARGE | Science-backed beauty, wellness and recovery products.https://boncharge.com/LIVEWELL?rfsn=8119877.ae1cd73Use code LIVEWELL for 15% off.OptimallyMe | Personalised insights for optimal health.https://bit.ly/lwbw20Use code LWBW20 for 20% off.Squarespace | A website makes it real.http://squarespace.com/LiveWellGet a free trial and use code LIVEWELL for 10% off your first website or domain purchas

Welcome back to Season 12 of the Neuroscience Meets Social and Emotional Learning podcast! In episode 345, we continue our 18-week self-leadership series based on Grant Bosnick's tailored approaches. This week, we dive into Chapter 15, exploring the neuroscience of relationships and authenticity. We revisit key insights on relationship-building from past episodes and introduce the concept of authenticity, drawing on reflections from Andrea Samadi and insights from Mohamed Issa's forthcoming book. Learn what authenticity means, how it impacts our lives, and practical steps for fostering genuine connections with others. Discover the balance between the reflexive and reflective systems in our brain, and how understanding these can enhance our social interactions. Reflect on your unique gifts and talents, and find out how to nurture them to build deeper, more authentic relationships. Join us for an enlightening episode that blends neuroscience with practical advice, helping you to live a more authentic life and improve your personal and professional relationships. On today's episode #345 we continue with our 18-Week Self-Leadership Series based on Grant Bosnick's “Tailored Approaches to Self-Leadership: A Bite Size Approach Using Psychology and Neuroscience” that we first dove into with our interview on EP #321[i] the end of January. The goal was that each week, we focused on learning something new, (from Grant's book) tied to the most current neuroscience research, that builds off the prior week, to help take us to greater heights in 2024. On today's EPISODE #345 “The Neuroscience of Relationships and Authenticity” we will cover: ✔ A review of one of our FIRST interviews, with Greg Wolcott EP #7, July 2019 on his book Significant 72 ✔ Ch. 15 from Grant Bosnick's Tailored Approaches to Self-Leadership book on “Relationships and Authenticity ✔ A review of Mo Issa's definition of Authenticity from his book, The Shift: How to Awaken to the Aliveness Within ✔ The Neuroscience of Our Social Brain ✔ 4 Steps to Building More Authentic Relationships For Today, EPISODE #345, we are moving on to Chapter 15, reviewing “The Neuroscience of Relationships and Authenticity.” We've covered relationships on this podcast, right back to the beginning, with Greg Wolcott EP #7, (July 2019) with his book Significant 72: Unleashing the Power of Relationships in Today's Classrooms. Greg Wolcott, an Assistant Superintendent from Chicago, IL, has dedicated his life to this topic through his work at Signficant72.com.[iii] It's here where you can learn more about Greg's Relationship Mindset Movement, his book, tools, and resources to improve student-teacher relationships in the classroom. Relationships are also one of the six social and emotional competencies that we built our podcast framework upon, knowing how important relationship skills are for our well-being and future success. “Social relationships—both quantity and quality—affect mental health, health behavior, physical health, and (even our) mortality risk.”[iv] If you've taken the leadership self-assessment[v], look to see if Relationships and Authenticity (in Pathway 6, our final pathway in this book study) along with biases, trust and empathy is of a low, medium or high priority for you to focus on this year. I was not surprised to see this pathway is a high area of focus for me. While we have covered relationship building often on this podcast, the one topic we have NOT covered yet is authenticity. This is interesting timing for me, as I'm currently reading a book by a good friend, Mohammed Issa[vi], where he covers the topic of authenticity, in depth. It's the title of chapter 8 of his forthcoming book, The Midlife Shift[vii] (Reclaiming My Authenticity). I remember years before Mo wrote this book, I could tell he was thinking deeply about this topic. In 2021 he sent me a message, and asked me “what does living an authentic life mean to you?” I take questions from Mo seriously over the years. I know he's not messing around. I can go back to my notes from 2021 and I can see that I wrote a few pages of “what authenticity means to me.” These notes are important for today's episode, and when we meet with Mo the middle of next month. I wrote: Authenticity: is being genuine or real. What's authentic for me personally—it's living life according to my values. And this takes ongoing refinement. I know what's important and what drives me daily (health is at the top of my value chart, and I'd never compromise it—it's first, what I focus on the minute I wake up, and close my eyes at the end of each day). Living life authentically for me, is putting health as my backbone of strength, which I've found helps me to skyrocket my personal and professional life. It's been this way for me, for as long as I can remember. Living an authentic original life: means living who I am by design. After health, I prioritize what unique expressions I want in my life—growth/challenge (come next) and these things that I value make me authentic/and uniquely me. I have to fight for these values in my life—to go after them, and keep them at my forefront, because only I know what's best for me here. If I'm not putting health first, (for myself and my family) or learning, growing, researching, and then disseminating/sharing what I've learned, I'm not living my true authentic self. It will hurt my productivity if I compromise who I am, at this granular level. I took some time off from producing episodes earlier this year, and while it was great to have this extra time, I ended up using this time for things that didn't truly make me happy at the soul level, like this work does. What about you? What does authenticity mean to you? How do you know when you are living a truly authentic life? It's eye-opening once we know this about ourselves, so we can course correct, when we veer off this path of authenticity. Do you know what is special about you? What are your unique gift/talent that makes you stand out from others? A talent that you know deep inside that you must keep working and perfecting, as it's this talent that awakens your aliveness? I love how Mo Issa defines authenticity, which shows up as a theme in all his books. After years of self-reflection, Mo believes that “true authenticity means being ourselves—not an imitation of what we think we should be or what others want us to be. We all have a unique gift, and we must find and nurture it.” (Mo Issa, The Shift). Getting back to Chapter 15 of Grant Bosnick's book; what does he have to say about being authentic? Bosnick says that before we can build authentic relationships with others, he has us consider what authenticity means to us first. He says that being authentic is: “being real, being honest and true with yourself, being vulnerable, letting go of your own ego, looking not only at what you like about yourself, but also the “darker part that can be improved or changed (I've heard this called our “shadow work”) and having the courage, humility, and discipline to take a hard look in the mirror at who you are.” (Chapter 15, Relationships, Bosnick). Bosnick covers what holds us back from being authentic and he lists: “fear of being vulnerable, fear of rejection, fear of judgment, fear of abandonment, competitiveness, insecurity, self-protection, jealousy, fear of not being good enough” well I pretty much resonated with the entire list. Some of his list more than others, but right up there, for me, would be “fear of not being good enough” which I've been working on for the past 25 years. When I let go, finally, of caring what other people think of me, it was probably the most freeing experience I've ever felt. Sure, it's nice to be liked by others, but also, to know that not everyone will connect with who I am, the authentic me, and to let go of caring about that, is freeing. Being Authentic: What does this mean to you? Do any of the items on Bosnick's list keep you from being truly authentic?  He asks us some reflection questions: What might be holding you back from being truly authentic? What can you do, even small steps, to help you feel more comfortable with being who you are? Being truly authentic? Being Fake or Superficial Bosnick goes on to describe why some people show up as fake or superficial. I always think of the character Eddie Haskel from the TV Show Leave it to Beaver when I'm thinking of a “fake” person. He was always trying to impress Mrs. Cleaver, and he came across as insincere. We can all spot people like this, and Bosnick reminds us of why people can come across this way. He says that “it's in our comfort zone, we want to be liked, it's easier, our ego gets in the way (and that change can be difficult) when we don't have the courage, humility and discipline needed to take a hard look in the mirror at who we are.” (Chapter 15, Bosnick, Page 177). What are some reasons for not being authentic? Bosnick thinks “insecurity, jealousy, inner competitiveness, fear, self-protection” can keep us from not showing others our true selves, and in turn, we can appear fake or superficial. Brene Brown writes about The Power of Vulnerability[viii] as the “birthplace of joy, belonging, authenticity and love” in her 2012 book, with suggestions for how to prevent us from appearing fake in this process. Her book teaches us “how to practice courage, and accept imperfection, to embrace vulnerability and acknowledge our fears.”[ix] She dives into exploring the power of authenticity, of being true to our feelings, thoughts, and actions as the backbone to living an authentic life. With this in mind, going back to Bosnick's book, he mentions that he struggled with being vulnerable, with letting others see his true authentic self, and felt he needed to protect himself, but when he “let people see the real me. It was so rewarding and felt so good (and) freeing (so he then) decided to have the courage to be authentic and real.” (Chapter 15, Bosnick, Page 177) He was fully aware that some people might not like him, but he knew that was ok, as he knew he would build the right relationships, with those who did. Reflection on Being Authentic He then asks the reader to reflect: What holds you back from truly being authentic? How can you become more comfortable with being authentic? I went back to Mo Issa's definition that we covered in the beginning of this episode that “true authenticity means being ourselves—not an imitation of what we think we should be or what others want us to be. We all have a unique gift, and we must find and nurture it.” (Mo Issa, The Shift). We will go deeper into Mo Issa's work when we meet with him next month, but I think that this is what we are supposed to discover about ourselves (FIRST) through self-awareness, and only then, (once we are clear on who we are) can we build more authentic relationships with others. To close out Bosnick's chapter 15, on relationships and authenticity, he does cover being self-focused vs other-focused, valuing differences, overcoming our own egos, and putting other people first, which was the theme of Simon Sinek's famous book, Leaders Eat Last.[x] Simon Sinek penned this book when he noticed that some teams trusted each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why Sinek wondered? Well, the answer became clear during a conversation with a Marine Corps general who said "Officers eat last." Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Bosnick calls this “other focused” and reminds us that “in order to build truly authentic relationships, we need to overcome our own ego and put others first.” (Chapter 15, Bosnick, Page 182). Bosnick does cover the different needs of extroverts and introverts, that we have covered on EP 186[xi] as well as different behavioral styles that can help us to learn how to better interact with other people who have different “styles” than we do. The Neuroscience of Our Social Brain To close out chapter 15, Bosnick goes into the Neuroscience of Our “Social Brain” and covers the story of the famous Phineas Gage, Neuroscience's Most Famous Patient.[xii]  Without going too deep into the neuroscience, Bosnick explains that “we have two systems in our brain: the X-system and the C-system. The X-system (or reflexive system) is automatic, responsive, like/dislike, reward/threat. Since this part of our brain is non-thinking, it's not affected by our mental load. The C-system (or reflective system) is controlled, conscious, with executive function and executive control.” (Chapter 15, Bosnick, Page 186). Motivation and effort are required to engage this part of the brain, and it can be affected by our mental load. X-system (reflexive)=automatic C-system (reflective) =we need motivation and effort to activate The story of Phineas Gage goes like this: “in 1948 in the United States, (he) survived a blast while building a railroad, which shot a tamping iron through the front part of his brain. Remarkably, he survived. However, his behavior had changed. Where before, he was a mild-tempered, respecting person, his behavior was now to seek reward without consequences, operating only by habit, (and he turned) rude…He destroyed the C-system, (his controlled thinking) operating on X-system only. In other words, he had no control over his automatic, reflexive system, and his behavior became unbearable as a result. He treated everybody as an object for his own personal reward.” (Chapter 15, Bosnick, Page 186). The C-system, (that requires motivation and effort to activate) Bosnick explains, is important for self-reflection and understanding self/other relations and occurs in the front (middle) part of our brain. We know this part of our brain as the Default Mode Network[xiii], and the part of our brain where we take breaks for creativity, thinking and learning to occur. He adds to our understanding here by saying that “when the brain is at a resting state, this specific system kicks in, which is focused around social understanding (thinking about yourself, others' thoughts, others' actions etc.).” Bosnick reminds us to “stare out the window and do nothing and (says) your life will thank you, and it will help you to build more authentic relationships. This was the whole idea behind EP 48[xiv], on Using Brain Network Theory to Stay Productive During Times of Chaos. Bosnick Reminds Us to Go Slow to Go Fast I can't even tell you how many times I have heard the phrase “go slow, to go fast” this week, and here it is at the end of chapter 15. Bosnick says that “in order to build truly authentic relationships with people, we need to go slow, to go fast.” He suggests that we “slow down the conversation with people, truly listen to them empathetically and be fully present with them. This will build the relationship to be deeper…go slow with the conversation and communication in order to go fast with the depth of the relationship.” (Chapter 15, Bosnick, Page 187). Reflection Activity: Building More Authentic Relationships Bosnick suggests the following reflection activity for building more authentic relationships. Think of a person in your business, or personal life, that you would like to build a more authentic relationship with. How would you describe them? Are they introverted/extroverted? What are their behavior styles? How do they approach authenticity and relationships? Let your brain go into your Default Mode Network. Stare out of a window and think: what could you do to build a more authentic relationship with each of the people you are thinking of? How can you go slow to go fast? I will add one final step, that came from the quote from Mo Issa and suggest that once we have done the work ourselves, and know what makes us truly authentic, we know our own unique gifts and talents, and we continue to nurture and grow them, we can next look outward, and recognize the unique talents and gifts in others. We covered this practice extensively on EP 214 with Dr. Marie Gervais[xv], by learning to see the “spirit” in others. I'm confident that by practicing these steps, with each person we want to build a deeper, more authentic relationship with, (whether in our personal or professional lives) that we will notice strides of improvement, once we have identified and appreciated our own authenticity and uniqueness. Then, we can recognize it in others for the magic to occur.  REVIEW AND CONCLUSION To review and conclude this week's episode #345 on “The Neuroscience of Relationships and Authenticity” we covered: ✔ Mo Issa's definition of authenticity from his book The Shift: How to Awaken the Aliveness from Within Mo believes that “true authenticity means being ourselves—not an imitation of what we think we should be or what others want us to be. We all have a unique gift, and we must find and nurture it.” (Mo Issa, The Shift). ✔ Andrea's reflection from 2021 when Mo Issa asked her “what does authenticity mean to you?” What's authentic for me—it's living life according to my values. Living who I am by design. If I'm not putting health first, (for myself and my family) or learning, growing, researching, and then disseminating/sharing what I've learned, I'm not living my true authentic self. It will hurt my productivity if I compromise who I am, at this granular level. ✔ We ask the reader to consider: What makes YOU authentic? ✔ How do you know when you are living a truly authentic life? ✔ Have you identified your unique gifts or talents that make you stand out from others? ✔ Do you know what might be holding you back from being truly authentic? ✔ The Neuroscience of Our Social Brain “We have two systems in our brain: the X-system and the C-system. The X-system (or reflexive system) is automatic, responsive, like/dislike, reward/threat. The C-system (or reflective system) is controlled, conscious, with executive function and executive control.” (Chapter 15, Bosnick, Page 186). Motivation and effort are required to engage this part of the brain. The story of Phineas Gage who destroyed the C-system, in his brain and was operating on X-system only. In other words he had no control over his automatic, reflexive system, and his behavior became unbearable as a result. The C-system, (that requires motivation and effort to activate) we learned, is important for self-reflection and understanding self/other. We know this part of our brain as the Default Mode Network[xvi], and the part of our brain where we take breaks for creativity, thinking and learning to occur. “When the brain is at a resting state, this specific system kicks in, which is focused around social understanding (thinking about yourself, others' thoughts, others' actions etc.).” We learned to get into this resting state by “staring out of a window and do nothing (except reflecting on what else we can do to improve our relationships) and this knowledge that we uncover will help us to build more authentic relationships. We learned to slow down the conversation with people, truly listen to them empathetically and be fully present with them. This will build the relationship to be deeper…go slow with the conversation and communication in order to go fast with the depth of the relationship.” (Chapter 15, Bosnick, Page 186). ✔ 4 Steps to Building More Authentic Relationships Think of a person in your business, or personal life, that you would like to build a more authentic relationship with. Get to know them on a deeper level. How would you describe them? Are they introverted/extroverted? How do they approach authenticity and relationships? Let your brain go into your Default Mode Network. Stare out of a window and think: what could you do to build a more authentic relationship with each of the people you are thinking of? How can you go slow with your conversation to go fast with the depth of the relationship? And finally, we looked at the quote from Mo Issa that suggests that once we have done the work ourselves, and know what makes us truly authentic, once we know our own unique gifts and talents, and we continue to nurture and grow them, next, we can look outward, and recognize the unique talents and gifts in others. I will close out this episode with a quote from Mo Issa's second book, The Shift that says “we all have a primal need to belong—a human urge to be part of something larger than us. We fulfill that need when we connect authentically to exchange energy and feel seen, heard and valued.” (Mo Issa) Let me know what you think. Did this episode help you to improve your authenticity, and deepen your relationships? I know this episode will take time to practice and refine. It's taken me my lifetime so far to fully embrace my unique talents and gifts, where I recognize my own authenticity. Now I've got the rest of my life to take this understanding and help me to build stronger, deeper relationships with others. And with that thought, I'll see you next time where we will cover chapter 16 from Grant Bosnick's Tailored Approaches to Self-Leadership, on biases. REFERENCES: [i] Neuroscience Meets Social and Emotional Learning Podcast EPISODE #321 with Grant ‘Upbeat' Bosnick  https://andreasamadi.podbean.com/e/insights-from-grant-upbeat-bosnick/ [ii]Neuroscience Meets Social and Emotional Learning Podcast EPISODE #7 with Greg Wolcott on “Building Relationships in Today's Classrooms”  https://andreasamadi.podbean.com/e/greg-wolcott-on-building-relationships-in-todays-classrooms/ [iii] www.significant72.com [iv] Social Relationships and Health:  A Flashpoint for Health Policy Published August 4, 2011, by Debra Umberson and Jennifer Karas Montez  https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3150158/ [v] Self-Assessment for Grant Bosnick's book https://www.selfleadershipassessment.com/ [vi] www.mo-issa.com   [vii] The Midlife Shift by Mo Issa https://www.mo-issa.com/book (COMING SOON). [viii] The Power of Vulnerability by Brene Brown https://www.audible.com/pd/The-Power-of-Vulnerability-Audiobook/ [ix] The Power of Vulnerability by Brene Brown https://www.blinkist.com/en/books/the-power-of-vulnerability-en [x] Leaders Eat Last by Simon Sinek 2014, https://www.amazon.com/Leaders-Eat-Last-Together-Others/dp/1591845327 [xi] Neuroscience Meets Social and Emotional Learning Podcast EPISODE 186 on “Using Neuroscience to Understand the Introverted vs Extroverted Brain” https://andreasamadi.podbean.com/e/brain-fact-friday-on-using-neuroscience-to-understand-the-introverted-and-extroverted-brain/ [xii]Phineas Gage, Neuroscience's Most Famous Patient https://www.smithsonianmag.com/history/phineas-gage-neurosciences-most-famous-patient-11390067/ [xiii] Neuroscience Meets SEL Podcast EPISODE #48 “Brain Network Theory” https://www.achieveit360.com/brain-network-theory-using-neuroscience-to-stay-productive-during-times-of-change-and-chaos/ [xiv] IBID [xv]Neuroscience Meets SEL Podcast EPISODE #214 on “The Spirit of Work: Connecting Science and Business Practices and Sacred Texts for a Happier and Healthier Workplace”  https://andreasamadi.podbean.com/e/marie-gervais-phd-on-the-spirit-of-work-connecting-science-business-practices-and-sacred-texts-for-a-happier-and-more-productive-workplace/ [xvi] Neuroscience Meets SEL Podcast EPISODE #48 “Brain Network Theory” https://www.achieveit360.com/brain-network-theory-using-neuroscience-to-stay-productive-during-times-of-change-and-chaos/    

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In this episode of the Emotion at Work podcast, Simon Blake, CEO of Mental Health First Aid England, shares insights on the intersection of work and well-being.   The discussion emphasises the vital role of connection, purpose, and relationships in creating positive workplace environments, revealing that a significant percentage of managers rise to their roles by circumstance rather than design.   Simon identifies key strategies for creating mental health in the workplace, including considerate design of roles and open communication.   The episode highlights the importance of vulnerability in conversation, offers practical phrases for clearer discussion and encourages a shift in focus towards joy and fulfilment instead of stress management at work, alongside recommendations for further reading to enrich understanding of workplace mental health.   Links   Simon Blake LinkedIn: https://www.linkedin.com/in/simonblake/   Mental Health First Aid UK: https://mhfaengland.org/individuals/   Research paper - Managers feel the Pinch Managers_Feel_The_Pinch_Report_PDF-2.pdf (emotionatwork.co.uk)   Kim Scott's book - Radical Candor  Radical Candor: Fully Revised and Updated Edition: How to Get What You Want by Saying What You Mean: Amazon.co.uk: Scott, Kim: 9781529038347: Books   Brene Brown - Anxiety, Calm, and Over-/Under-Functioning - Brené Brown (brenebrown.com)   Find Your Why by Simon Sinek - Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team: Amazon.co.uk: Mead, David, Docker, Peter, Sinek, Simon: 9780143111726: Books   Desert Island Discs - BBC Radio 4 - Desert Island Discs   Podcast series A Muslim & A Jew - A Muslim & A Jew Go There Podcast Series – Apple Podcasts            

Join us as we explore the transformative power of understanding your "why" with insights from Simon Sinek's groundbreaking book, "Start With Why." We kick off by examining how successful companies like Apple use their core beliefs to drive marketing and business decisions, emphasizing that "people don't buy what you do; they buy why you do it." By unpacking Sinek's concept, we illustrate how a strong foundational belief can propel business success and foster deep customer loyalty. Listen in to learn how shifting your focus from the 'what' to the 'why' can lead to meaningful and lasting results, especially for entrepreneurs looking to make an impact. In the next segment, we highlight the critical role of imagination and purpose in achieving the American dream. By contrasting "why" type visionaries with "how" type realists, we discuss the importance of a clear and compelling purpose for inspiring action and building a passionate team. Finally, we reflect on how Sinek's principles can guide those at a crossroads in their personal or professional lives, using relatable examples from well-known businesses and personal anecdotes. This episode is a must-listen for anyone seeking to align their actions with their core beliefs and navigate through life's uncertainties with confidence.   Get the Start with Why book:https://amzn.to/4763SGJ    Let's keep the conversation going!Website: martaspirk.com Instagram: @martaspirk Facebook: Marta Spirk Want to be my next guest on The Empowered Woman Podcast?Apply here: www.martaspirk.com/podcastguest  Watch my TEDx talk: http://bit.ly/martatedx  Get ready to take notes and elevate your business's presence as we share over 30 visibility-boosting ideas (access it here: www.martaspirk.com/visibility) and introduce a mastermind program designed to keep you accountable and support your entrepreneurial journey. Get a 30-day free trial of my membership!freegiftfrommarta.com MORE VISIBILITY MASTERMIND application:https://forms.gle/jegEmwzYsTPrH4oP8   Today's episode is brought to you by Success Magnified and the Biz Bestie Getaway, where empowered women entrepreneurs turn challenges into opportunities in a weekend filled with connection and fun. Join us in Colorado this October to rejuvenate your business spirit, make lasting friendships, and learn new strategies for success. Visit us at https://retreat.successmagnified.com/retreat-biz-besties-getaway  to secure your spot now!

Vandaag bespreken we het boek The Infinite Game van Simon Sinek. De titel van de Nederlandse vertaling is Het Oneindige Spel. Sinek studeerde culturele antropolgie en rechten, hij begon zijn carrière bij de New Yorkse reclamebureaus Euro RSCG en Ogilvy & Mather en startte daarna zijn eigen bedrijf, Sinek Partners. De why van Sinek Partners: We are here to inspire people to do the things that inspire them so that, together, each of us can change our world for the better. Finite and infinite games Just cause Cause. No cause. Keeper of the cause The responsibility of business Will and resources Trusting teams Ethical fading Worthy rival Existential flexbility The courage to lead Volgens mij had dit boek met 100 pagina's hetzelfde kunnen vertellen. Sinek is een groot vertellen en houdt van heroïsche verhalen en voorbeelden. De kern van het boek gaat over het verschil tussen een eindige of een oneindige instelling voor een bedrijf. De meeste ondernemers en bedrijven spelen een eindig spel. Wanneer je de oprichter of CEO hoort spreken merk je vaak al snel of ze een groots doel hebben of het spel spelen om te winnen. De mensen die spelen om te winnen, zijn uiteindelijk de verliezers.Het oneindige spel is een interessante gedachte, maar wanneer je naar de praktijk kijkt zijn er weinig bedrijven die dit volhouden. Met name wanneer de oprichter, de drager van het idee, de bron, vertrekt, het lastig om een opvolger te vinden die ook het oneindige spel speelt. Vaak vervalt een oneindig bedrijf bij succes naar een eindig spel. Het boek beschrijft mooie voorbeelden, waarbij Sinek een overduidelijke liefde heeft voor Apple. Mooie voorbeelden van Kodak, Microsoft, Victorinox, Walmart Ik moest denken aan Hidden Champions en familiebedrijven. Finite and infinite games In an infinite game, the primary objective is to keep playing, to perpetuate the game. When we lead with a finite mindset in an infinite game, it leads to all kinds of problems, the most common of which include the decline of trust, cooperation and innovation. Despite the fact that companies are playing in a game that cannot be won, too many business leaders keep playing as if they can. We have to stop thinking about who wins or who's the best and start thinking about how to build organizations that are strong enough and healthy enough to stay in the game for many generations to come. The true value of an organization is measured by the desire others have to contribute to that organization's ability to keep succeeding, not just during the time they are there, but well beyond their own tenure. finite-minded leader works to get something from their employees, customers and shareholders in order to meet arbitrary metrics, infinite-minded leader works to ensure that their employees, customers and shareholders remain inspired to continue contributing with their effort, their wallets and their investments. In business, that means building an organization that can survive its leaders. Players with an infinite mindset want to leave their organizations in better shape than they found them. An infinite-minded leader does not simply want to build a company that can weather change but one that can be transformed by it. finite-minded leader must concede that the longer an organization can survive and thrive, the more likely it is to achieve all its goals. Any leader who wants to adopt an infinite mindset must follow five essential practices:  Advance a Just Cause Build Trusting Teams  Study your Worthy Rivals  Prepare for Existential Flexibility  Demonstrate the Courage to Lead (Dit is de kern van het boek) Just cause A Just Cause is a specific vision of a future state that does not yet exist; a future state so appealing that people are willing to make sacrifices in order to help advance toward that vision. A Just Cause is not the same as our WHY. A WHY comes from the past.

Edtech ThrowdownEpisode 165: Edtech Resources for the SummerWelcome to the EdTech Throwdown This is episode 165 called “Edtech Resources for the Summer”. In this episode, we'll talk about the resources that we'll be exploring while on this year's summer vacation! This is another episode you don't want to miss, check it out!Segment 1: Narrative: Summer time talkSegment 2:Guise's BooksAI for Educators: Learning Strategies, Teacher Efficiencies, and a Vision for an Artificial Intelligence Future by Matt MillerLeaders Eat Last by Simon SinekIn the U.S. Marines during mealtime, Sinek explains, it's common for the highest ranking officers to fix their plates last. This not only ensures everyone on the team is fed, but sends an important message: Leaders look after their people first. But Sinek's people-first approach is only one component of a larger narrative that includes segments on creating a safe environment within your organization—he refers to this as the “Circle of Safety”—and the surprising impacts of what he calls “selfless chemicals” like serotonin and oxytocin on leadership style.Nick's BooksStorytelling With Purpose: Digital Projects to Ignite Student Curiosity by Michael Hernandez: The book:Shows how to create uncheatable assessments through student-created story projectsHelps educators create meaningful learning experiences by integrating edtech tools and storytelling into their curriculum.Shows how storytelling can help students activate higher-level thinking to conduct research, process ideas and information, and share the synthesis of these ideas with an audience.Illustrates how digital storytelling can help develop a mindset of collaboration, mental agility and resilience.Presents student examples, teacher case studies and sample lessons to demonstrate how to integrate student stories into curriculum in authentic ways.Offers flexibility, through sample projects that vary in degree of difficulty, so teachers can choose the best option based on their resources and unique situation.Schoolishness: Alienated Education and the Quest for Authentic, Joyful Learning by Susan D. Blum (Author) In Schoolishness, Susan D. Blum continues her journey as an anthropologist and educator. The author defines "schoolishness" as educational practices that emphasize packaged "learning," unimaginative teaching, uniformity, constant evaluation by others,...

This week's episode we talk about finding direction and meaning in our lives featuring James Cobbett. We discuss his journey of discovering his purpose and the importance of uncovering one's "why" statement.He reflects on his transition from working in a charity part-time to pursuing freelance web design full-time, highlighting a shift in his search for meaningful work beyond just financial stability.James mentions reaching a point of disengagement and questioning the purpose of his work before coming across Simon Sinek's work on the significance of having a strong core purpose. Inspired by Sinek's ideas, James embarked on a personal quest to identify his own "why" statement, leading to the creation of a statement focused on sparking individuals into action to live life with purpose.This process not only shaped his business approach, focusing on serving purposeful organizations, but also empowered him to make strategic decisions aligning with his newfound clarity.You can connect with James on LinkedIn, check out his work on purpose, or his website building for charities.https://www.linkedin.com/in/james-cobbett/https://jamescobbett.co.uk/https://goodbear.co.uk/Weekly newsletter | Ask Catherine | Work with me | LinkedIn | Instagram Big shout out to my podcast magician, Marc at iRonickMedia for making this real. Thanks for listening!

In this wide-ranging talk, ethnographer and leadership expert Simon Sinek discusses the importance of trust, authenticity, and meaning. Sinek argues that as individuals and companies, everything that we say and do is a symbol of who we are. And it is only when we communicate our beliefs authentically that we can attract others to our cause, and form the bonds that will empower us to achieve truly great things. --- Send in a voice message: https://podcasters.spotify.com/pod/show/getu-chandler/message Support this podcast: https://podcasters.spotify.com/pod/show/getu-chandler/support

Leaders Teach us the Why, Playing Infinite Games & A Bit of Optimism w/ Simon Sinek   AZ TRT S05 EP10 (225) 3-10-2024    What We Learned This Week Best Selling Author & Speaker Simon Sinek talks Leadership & creating safe environments New Podcast A Bit of Optimism - inspiring stories Start With the Why - tell people the Why, before the What & How Playing Infinite Games - long term over short term Leaders Eat Last - Empathy, care about employees     Guest: Simon Sinek, Best Selling Author & Speaker Simon is an unshakeable optimist. He believes in a bright future and our ability to build it together.     Described as "a visionary thinker with a rare intellect," Simon has devoted his professional life to help advance a vision of the world that does not yet exist; a world in which the vast majority of people wake up every single morning inspired, feel safe wherever they are, and end the day fulfilled by the work they do. A trained ethnographer, Simon is fascinated by the people and organizations that make the greatest and longest-lasting impact. Over the years, he has discovered some remarkable patterns about how they think, act, and communicate, and also the environments in which people operate at their natural best. Simon may be best known for his TED Talk on the concept of WHY, which has been viewed over 60 million times, and his video on millennials in the workplace-which reached 80 million views in its first week and has gone on to be seen hundreds of millions of times. He continues to share inspiration through his bestselling books, including global bestseller Start with WHY and New York Times bestsellers Leaders Eat Last and The Infinite Game, as well as his podcast, A Bit of Optimism.   In addition, Simon is the founder of The Optimism Company, a leadership learning and development company, and he publishes other inspiring thinkers and doers through his publishing partnership with Penguin Random House called Optimism Press. His unconventional and innovative views on business and leadership have attracted international attention, and he has met with a broad array of leaders and organizations in nearly every industry. He frequently works with different branches of the US Armed Forces and agencies of the US government, and is an adjunct staff member with the RAND Corporation - one of the most highly regarded think tanks in the world. Simon is also active in the arts and with not-for-profit work, or what he likes to call the for-impact sector. In 2021, he founded The Curve: a diverse group of forward-thinking chiefs and sheriffs committed to reform modern policing from the inside-out. Their purpose is to build a profession dedicated to protecting the vulnerable from harm while advancing a vision of a world in which all people feel justice is administered with dignity, equity, and fairness.     A BIT OF OPTIMISM Podcast   The future is always bright.if you know where to look. Join Simon Sinek each week for A Bit of Optimism as he talks to inspiring people who teach him more about life, leadership and generally interesting things. Episodes & Info: HERE     Simon's Books: HERE         Start with Why - how great leaders inspire action | Simon Sinek | TEDxPugetSound - Link to Video Talk HERE       The Infinite Game - Link to Video Talk HERE       Leaders Eat Last | Simon Sinek - Link to Video Talk HERE           Notes:   Seg. 1   Host Matt talking 3 Key Simon Sinek Concepts – Start with Why, Infinite Game, Leaders Eat Last     Start with Why 'German philosopher Frederick Nietzsche once said, ‘He who has a why, can endure any how.' Knowing your why is an important first step in figuring out how to achieve the goals that excite you and create a life you enjoy living (versus merely surviving!). Indeed, only when you know your ‘Why' will you find the courage to take the risks needed to get ahead, stay motivated when the chips are down, and move your life onto an entirely new, more challenging, and more rewarding trajectory.' - excerpt from Forbes article People buy why you do it, so start with the why. Most business know the what, and how they do it - but rarely understand the 'Why'. This is what your mission statement should be. Starbucks does it for customer connection, to make interaction unique for the customer, make it an experience, more than just buying a cup of coffee. People believe Starbucks cares about them so they buy more coffee and keep coming back. It helps that customers enjoy the coffee, but there are lots of places to get good coffee. They go for the experience. Starbucks feels different than the other stores. The Starbucks Mission Statement is: "Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time." People wonder about the future of Apple after Steve Jobs. Their current mission statement is about products and how much better they are than competitors. This is very different than what Jobs believed, and maybe that is why they have hit a bump recently. I pulled an excerpt from an investing article  - 'It is radically different from Steve Jobs' original ideals, which are encapsulated in his mission statement: "To make a contribution to the world by making tools for the mind that advance humankind." This reflects Jobs' ethos and statements from his family members after his death – that what satisfied him most was watching kids use Apple products in the classroom.' The most fundamental difference between Apple's current ideals and Jobs' vision is that Jobs saw Apple products as a tool to improve the quality of life for mankind.' (You can read more here.) There is a great TED Talk by Simon Sinek called 'Start With the Why'. He explains perfectly this point. He even gives a good summary of Apple's marketing and what makes it so effective. The rise of social media has taught us a lot about ourselves. One thing is the need for more connection, to feel important, and often to be a part of something bigger.  That is why the 'Why' is so important in business. People can get a bottle of water anywhere. But they would rather buy a brand that is environmentally friendly and trying to help the world. And they will pay more that bottle of water.  Do you know your 'Why' in life? What motivates you to work so hard during the week?  How well we do at our career is often affected by what our motivations are. It is more than just passion (though that helps also). It can be your family, or life mission, or some core belief. Whatever it is , it is always personal. No one else can tell you your 'Why'.  When you are making a plan and it seems like it will be too difficult to carry out, the 'Why' can help. Even if you enjoy your job, relationship, or hobby, there will be tough times. Knowing the 'Why' will carry you through those tough times, and keep you believing. If you know the 'Why, you will find the 'How'.    The Infinite Game   There are two types of games: finite and infinite games. Finite games have clear rules, well-defined beginnings and endings, and clear winners and losers. Infinite games have fuzzy rules, no clearly defined "win," and players can change the way they play anytime. The objective is to keep playing for as long as possible. Finite games work when both participants understand the game and rules – like sports, football or basketball.   Infinite Games also work when both players have the same objective – The Cold War, just survive and do not kill each other.   Confusion happens when the opponents are playing different games.   The example Sinek uses is the Vietnam War. USA was trying to kill the enemy and win the war thru military combat. Vietnam was just trying to survive and outlast the Americans, no matter how long it took.   Another example is the rivalry of Microsoft vs Apple. Per Sinek's experience speaking at events run by each company – Microsoft talked and focused on beating Apple. Apple focused on making better products. Microsoft was short term and short sighted. Apple was long term and had a vision.     Companies that operate with a finite mindset are designed for stability. While they might produce quarterly results, they are not prepared to handle disruptions. In contrast, companies that play the infinite game are designed to embrace unpredictable situations and adapt to them. Infinite minded organizations think in terms of generations, not quarters. The five essential principles for the infinite mindset are: 1) exist to further a just cause, 2) build trust in teams, 3) find worthy rivals, 4) display existential flexibility to make extreme strategic shifts, and 5) find the courage to lead with an infinite mindset. A Just Cause is a clear future vision that is bigger than the organization that it serves to further. The Just Cause provides the long-term motivation, direction, and purpose required to play the infinite game. It creates customer loyalty, brings out the best in employees, and gives the organization both strength and longevity. The core task of a CEO is not to manage operations. The CEO should be the Chief Vision Officer who communicates the Just Cause to the team and ensures that C-level executives direct their efforts to advance it. The best-run organizations have a CEO who focuses on the long-term and a COO who focuses on business plans and operations. In an infinite game, competitors are not opponents to be defeated but "worthy rivals" who continuously push the organization to do better. In an Infinite game, more than one organization can simultaneously do well. Build a company with a culture and good product development that lasts…..       Leader Eat Last: Why Some Teams Pull Together and Others Don't   Real Leadership is about empathy, and a circle of safety for employees Long term leaders focus on people, work as a team, & help each other   Build an Environment of happy employees who feel inspired - happy chemicals Employees who are not afraid to fail, not concerned they will be punished for mistakes   Simon does not like the modern capitalist picture created in the 1980s by GE CEO Jack Welch – aka The Welch Way or the Wrong Way per Simon Sinek's argument that leading for long-term is better than leading for the short-term by comparing GE & Welch vs Costco  — ·         The short-term leader:  Jack Welch, former CEO of General Electric The long-term leader:  Jeff Sinegal, former CEO of Costco Sinek compares GE vs Costco by measuring profits via the rise and fall of their stocks, and then connecting those price moves to the decisions made by the leadership. GE / Jack Welch / Short-term leadership:   Profits at GE were like a roller coaster ride due to irrational decision making without regard for long-term implication Every year Jack would fire the bottom 10% of his managers at GE to balance the books GE did indeed make profit, but it was more like rolling the dice and gambling with lives of employees for selfish gain — this is not strategy, this is a man on high on dopamine Costco / Jeff Sinegal / Long-term leadership: While Welch was striking fear into the hearts of his managers, Jeff Sinegal was concerned about giving his employees a raise — at a time when the US was in an economic crisis… Sinegal would say that they should be helping the employees in bad times, not letting them go. Costco's stock was (and still is) stable and predictable — nothing exciting about it, just great, clean, predictable progress, performance and profit… when you're the 2nd largest retailer in the country, predictability is better than spontaneity.       Seg. 2   Interview With Simon Sinek discussing his concepts, leadership, creating a safe and optimistic culture, and his new podcast – A Bit of Optimism             Business Topic: HERE   Investing Topic: HERE   Tech Topic: HERE   ‘Best Of' Topic: HERE      Thanks for Listening. Please Subscribe to the BRT Podcast.     AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business.  AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving.  Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more…    AZ TRT Podcast Home Page: http://aztrtshow.com/ ‘Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/     Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. Nothing said on this program should be considered advice or recommendations in: business, legal, real estate, crypto, tax accounting, investment, etc. Always seek the advice of a professional in all business ventures, including but not limited to: investments, tax, loans, legal, accounting, real estate, crypto, contracts, sales, marketing, other business arrangements, etc.  

Learning to teach mathematics teachers better with Dr. Cat Maiorca from Oklahoma State University and Dr. Jessica Ivy from Purdue University Northwest. They share findings from their presentation at the AMTE 2024 conference that won the 2024 AMTE National Technology Leadership Initiative award, entitled Developing Mathematics Lessons and Assessments with Chatbots for Learning in Teacher Education: Innovation and Challenges. During this conversation, they describe considerations for judiciously selecting and using Artificial Intelligence (AI) tools in mathematics teacher education. Show notes: Our guests are joined by their colleagues to present an AMTE Webinar on this topic on April 3, 2024. AI-Powered Math Education: What Math Teacher Educators Need to Know (https://amte.net/content/ai-powered-math-education-what-math-teacher-educators-need-know) Wednesday, April 3 2024, 9 am Pacific; 12:00 pm Eastern Artificial Intelligence and the Future of Teaching and Learning U.S. Department of Education, Office of Educational Technology, Artificial Intelligence and Future of Teaching and Learning: Insights and Recommendations, Washington, DC, 2023. https://tech.ed.gov/ai/ (https://tech.ed.gov/ai/) Reinhart, S. C. (2000). Never say anything a kid can say! Mathematics Teaching in the Middle School, 5(8), 478-483. https://doi.org/10.5951/MTMS.5.8.0478 (https://doi.org/10.5951/MTMS.5.8.0478) Sinek, S. (2009, September). How great leaders inspire action. TEDxPuget Sound. https://www.ted.com/talks/simonsinekhowgreatleadersinspireaction?language=en (https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en) AI Tools to play with: (inclusion does not imply endorsement) Magic School (https://www.magicschool.ai/) Claude (https://claude.ai/login?returnTo=%2F) ChatGPT (https://chat.openai.com/auth/login) Mathematics Teacher Educator Podcast (https://mtepodcast.amte.net) Special Guests: Cat Maiorca and Jessica Ivy.

Very grateful to have my son Toby DeMoss join me in-studio today. Toby sustained a head/neck injury in May 2019, blindsided by a friend's bear hug while having a baseball catch. Toby went from being a travel baseball player & very active young man to battling head/neck pain ever since, withdrawing from college and facing a number of other challenges. 20+ specialists later, a lot is not yet clear, though there has been some progress :). Toby shares some of his story (then through now)--including much good that has happened as he has trusted in the Lord (Romans 8:28). Toby then gives a big ol' assist to his dad as together they interview Simon Sinek--Toby's favorite leadership educator and storyteller. Sinek is author of the global bestseller "Start With WHY" and NY Times bestsellers "Leaders Eat Last" and "The Infinite Game." He hosts a podcast titled "A Bit of Optimism" which we spend time on (among other things). You can find out more at www.simonsinek.com. (You can keep up with Toby through his Dinosaur Oatmeal Club blog on Substack and on IG (@toby.demoss)) :) Sports clip: Philadelphia Eagles center Jason Kelce (courtesy of philadelphiaeagles.com)See omnystudio.com/listener for privacy information.

In this captivating episode of the Moonshots Podcast, hosts Mike and Mark dive into Simon Sinek's transformative book, "Leaders Eat Last." The episode is structured into five insightful chapters, each shedding light on different aspects of leadership in the modern world.Buy The Book on Amazon https://geni.us/LeaderseatlastBecome a Moonshot Member https://www.patreon.com/MoonshotsWatch this episode on YouTube  https://www.youtube.com/watch?v=w2WA15UUK0ISummary:https://www.apolloadvisor.com/summary-leaders-eat-last-why-some-teams-pull-together-and-others-dont-simon-sinek/Chapter Breakdown:Johnny Bravo - Definition:Johnny Bravo: An exploration of the concept and its relevance in leadership.Where Does Johnny Bravo Come From?: Understanding the origins and implications of this leadership style.What is Leadership Today? - Context:Leadership Crisis - False Definition of Leadership (from the 80s): Discuss how outdated perceptions of leadership still influence today's leaders.Who Gets the Medal? - We Have It Backwards: A critical look at the current state of leadership recognition and its flaws.Leadership Has Nothing To Do With Rank: Emphasizing that authentic leadership is about courage, not hierarchical position.Leaders Eat Last - How You Do It:What Leaders Eat Last Means: Delving into the core message of Sinek's philosophy.Direction & Sense of Purpose Helps Leaders Lead: Exploring how purpose guides effective leadership.Responsibility of Leadership: Discussing the weight and responsibility that comes with being a leader.Morality vs The Law: The distinction between legal obligations and moral responsibilities in leadership.Case Study:Better That We All Suffer a Little - Bob Chapman: Examining a real-world example of leadership principles in action.Courage & Safety:How Safety Creates Courage: Understanding the relationship between a safe environment and the development of courage in teams.Why Some Teams Pull Together: Analyzing the factors that lead to cohesive and effective team dynamics.Throughout this episode, Mike and Mark engage in deep discussions, pulling out key insights and practical applications from each chapter. This episode is a treasure trove for anyone interested in leadership, team dynamics, and personal development, offering a fresh perspective on what it means to be a leader today.Buy The Book on Amazon https://geni.us/LeaderseatlastBecome a Moonshot Member https://www.patreon.com/MoonshotsWatch this episode on YouTube  https://www.youtube.com/watch?v=w2WA15UUK0ISummary:https://www.apolloadvisor.com/summary-leaders-eat-last-why-some-teams-pull-together-and-others-dont-simon-sinek/ Thanks to our monthly supporters Diana Bastianelli Andy Pilara ola Lorenz Weidinger Fred Fox Austin Hammatt Zachary Phillips Antonio Candia Dan Effland Mike Leigh Cooper Daniela Wedemeier Bertram O. Gayla Schiff Corey LaMonica Smitty Laura KE Denise findlay Krzysztof Wade Mackintosh Diana Bastianelli James Springle Nimalen Sivapalan Roar Nikolay Ytre-Eide Stef Roger von Holdt Jette Haswell Marco Silva venkata reddy Dirk Breitsameter Ingram Casey Nicoara Talpes rahul grover Evert van de Plassche Ravi Govender Andrew Hyde Craig Lindsay Steve Woollard Lasse Brurok Deborah Spahr Chris Way Barbara Samoela Christian Jo Hatchard Kalman Cseh Berg De Bleecker Paul Acquaah MrBonjour Sid Liza Goetz Rodrigo Aliseda Konnor Ah kuoi Marjan Modara Dietmar Baur Ken Ennis Bob Nolley ★ Support this podcast on Patreon ★

Esta presentación explora la conexión que existe entre la pasión que siente una persona líder y la visión que desarrolla para su vida, proyectos y ministerios. Comienza afirmando que el liderazgo requiere sacrificio, pero que los seres humanos sólo nos sacrificamos por aquello que nos apasiona. "Conoces tu por qué" Pasa a explicar la tesis que presenta Simon Sinek en sus libros Find your Why y Start with Why. Después de exponer el significado de lo que Sinek llama "el círculo de oro" (qué, cómo y porqué), la presentación recalca la importancia de conocer la motivación principal o el "por qué" de lo que hacemos. Hay una relación muy estrecha entre el por qué y la pasión: la pasión determina el por qué; y el por qué determina la pasión. Para relacionar este tema con la fe cristiana, el Dr. Jiménez recurre al ejemplo del apóstol Pablo, quien después de perseguir a la Iglesia tuvo un encuentro transformador con Jesucristo. Ese encuentro se convierte en su narrativa fundamental, narrativa que da origen a su por qué. Pablo, apasionado por el mensaje del evangelio y el amor de Cristo, llegó hasta el sacrificio con tal de cumplir lo que entendía era su misión: evangelizar al mundo no judío. ¿Por qué estuvo dispuesto a enfrentar tanto peligros con tanta valentía? Porque lo motivaba la tarea inconclusa. En resumen, es importante que cada persona líder pueda articular su "por qué". En el caso de la comunidad cristiana, nuestro "por qué" surge en respuesta al amor de Dios manifestado en la obra de Jesús. Y el por qué determina la pasión. Instrucciones: Dele "Like/Me Gusta" a este podcast y compártalo en sus redes sociales. Suscrí­base a nuestro canal de YouTube, donde podrá ver y escuchar centenares de sermones y conferencias. No olvide oprimir la campanita para recibir las notificaciones inmediatamente. Visite https://www.drpablojimenez.com Siga al Dr. Pablo A Jimenez Rojas en Facebook, Instagram y Twitter (drpablojimenez en todas las plataformas) Compre los libros del Dr. Jiménez por medio de su tienda cibernética: AMAZON.

Simon Sinek recounts his harrowing experience on 9/11, compelled afterwards to leave advertising for more meaningful work. He recalls New York's initial unity fading as people reverted to old patterns when the crisis passed. Sinek explains humans struggle with long-term thinking, wired for instant gratification versus imagining distant retirements. He notes tangible threats finally spur changes, like near-death moments exposing mortality. Sinek highlights why elderly individuals share unfiltered wisdom, liberated from others' opinions with finite time left. He advocates storytelling transfers life lessons without requiring firsthand trauma to incite growth. Overall, Sinek criticizes shortcut mentalities that waste foundational wake-up calls once threats subside.LISTEN TO THE FULL EPISODE!Sign up for the Greatness newsletter!

Holiday Hacks 2023: Top Leadership Videos Being Watched by Gen Z (13 of 13)On this year's Holiday Hacks, we break down the leadership videos being watched by the most Gen Z leaders. The thirteenth and last video is "The Infinite Game" by Simon Sinekhttps://www.youtube.com/watch?v=tye525dkfi8Patreon Account: https://www.patreon.com/user?u=22174142This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4805674/advertisement

In this week, Dustin interviews Stephen Shedletzky (Shed) who is a leadership speaker, author and coach. The two discuss Shed's career journey, his work with Simon Sinek, and the concept of "Start with Why." Shed discusses the importance of purpose and clarity in leadership and shares his personal philosophy on business and success. They also talk about the future of work, with Shed advocating for flexibility and autonomy. The conversation also covers Shed's approach to funding his new book and his goal of making a long-lasting impact rather than getting rich quickly. Shed's story is one of happy accidents and a commitment to meaningful engagement. About Stephen Shedletzky: Shed is a leader and speaker who specializes in fostering psychological safety in the workplace. He supports humble leaders who acknowledge their role in both problems and solutions, prioritizing people and purpose. Shed has extensive experience as a sought-after speaker, coach, and advisor, delivering keynote presentations and workshops globally. He is recognized as a thought leader in psychological safety and is the author of "Speak-Up Culture: When Leaders Truly Listen, People Step Up." Shed's journey began on a corporate track but took a transformative turn when he encountered the work of Simon Sinek. After meeting Sinek, Shed joined his team and served as Chief of Staff and Head of Brand Experience, Training & Development at Simon Sinek, Inc. Over more than a decade, Shed contributed to creating a more inspired, safe, and fulfilled world. He graduated from the Richard Ivey School of Business with a focus on leadership, communication, and strategy and holds a coaching certification from The Co-Active Training Institute. Shed currently resides in Toronto with his wife and two young children. Finding Purpose and Clarity in Leadership (00:02:42) The Start with Why Philosophy (00:07:04)  Identifying Your Why (00:11:41)  The Purpose of Business (00:15:06)  Defining Success (00:16:41)  Personal Changes in Career (00:22:00)  The importance of flexibility and autonomy in the workplace (00:25:28). Challenges and considerations of returning to the office (00:26:08)  The role of execution and marketing in turning ideas into reality (00:30:01)  The importance of purpose and longevity (00:35:06)  The investment and budgeting process for publishing a book (00:36:05)  Different publishing options and considerations for authors (00:38:00)  CONNECT WITH SHED: Website LinkedIn

In this episode of World Business Forum NYC 2023 Series from Stories from the River, host Charlie Malouf welcomes Will Luke, Director of Retail Operations and Stacey McCormick, the River's Senior VP of Retail Performance, as they break down their thoughts on Simon Sinek's unique Q&A in New York City. In their conversation, they delve into Simon's ideas on the correlation between rewarding behaviors and initiatives as opposed to rewarding outputs. They examine the idea of a company hackathon to solve big problems within the company with collaboration. Additionally, they discuss how scheduled office meetings can impede spontaneous creativity, and explore the current work-from-home (WFH) culture and why a return to office (RTO) can lead to a necessary and healthy dose of human and social connection. Simon suggests that the WFH culture is causing our epidemic of loneliness and isolation. They discuss Sinek's book "The Infinite Game" and the long-term, healthy benefits of playing an infinite game in business as opposed to the short-term and limited mindset that leads to a decline of trust, culture, and morale that comes from playing a finite game.  They discuss various viewpoints presented by Sinek and whether or not they fully concur with his ideas. Additionally, they delve into some of his concepts, such as when it is appropriate to terminate someone. The conversation also covers the responsible implementation of AI technology, taking into account both its exciting possibilities and underlying concerns. In staying true to his optimistic outlook, Simon concludes his time on the stage by stating that his theme for the new year is idealism as he suggested that the possibility for world peace literaly existed within the room that day.  Additional information:  The Optimism Company - https://simonsinek.com   "A Bit of Optimism" podcast - https://simonsinek.com/podcast/   "The Millennial Question" from Simon Sinek - https://www.youtube.com/watch?v=vudaAYx2IcE   3 Things w/ Simon Sinek | The Purpose of Business - https://www.youtube.com/watch?v=kQaIyTekTmU  https://www.redventures.com/blog/3-things-the-purpose-of-business   Surgeon General Advisory: The Healing Effects of Social Connection - https://www.hhs.gov/surgeongeneral/priorities/connection/index.html   The Surgeon General's Advisory on Our Epidemic of Loneliness and Isolation (PDF) lays out a framework for a National Strategy to Advance Social Connection - https://www.hhs.gov/sites/default/files/surgeon-general-social-connection-advisory.pdf   and one-page summary - https://www.hhs.gov/sites/default/files/sg-social-connection-general.pdf   "Start With Why" by Simon Sinek - https://www.amazon.com/Start-Why-Simon-Sinek/dp/1591844517   "Leaders Eat Last" by Simon Sinek - https://www.amazon.com/Leaders-Eat-Last-Together-Others/dp/1591848016/   "The Infinite Game" by Simon Sinek - https://www.amazon.com/Infinite-Game-Simon-Sinek/dp/073521350X/   "Finite and Infinite Games: A Vision of Life as Play and Possibility" by James P. Carse - https://www.amazon.com/Finite-Infinite-Games-James-Carse/dp/1476731713   "Chief Joy Officer" by Richard Sheridan - https://richardsheridan.com/books/chief-joy-officer   WBF NYC 2023 Event Details: https://www.wobi.com/it/wbf-nyc/   WBF NYC 2023 Event Brochure: https://www.wobi.com/wp-content/uploads/2022/11/wbfnyc_brochure.pdf     This episode on YouTube: https://youtu.be/49vgPn63wpo  We hope you enjoy this episode and subscribe to our podcast for a new story each week. Visit https://www.storiesfromtheriver.com for more episodes. 

Simon Sinek focuses on redefining self-worth metrics and measuring a fulfilling day. Sinek advocates assessing one's value based on positive impacts on others rather than tangible metrics like bank account numbers. He shares a personal anecdote about the immeasurable impact of his book, highlighting the challenge of quantifying influence. The conversation extends to questioning traditional judgments around ambition and laziness, emphasizing that caring about work and life quality is paramount. Sinek also underscores the importance of setting collaborative boundaries through discussions, ensuring alignment in both professional and personal relationships.LISTEN TO THE FULL EPISODE!Sign up for the Greatness newsletter!

Bir Duygu Birliği Oluşturup Asgari Müştereklerde Buluşmalı!.. *“Aynı dili konuşanlar değil, aynı duyguyu paylaşanlar anlaşır, anlaşabilir.” (Hazreti Mevlana) Dolayısıyla duygu birliği oluşturmak, en azından asgari müştereklerde buluşmak lazım: İnsanız hepimiz! Hepimiz Allah'ın sanatıyız; Kendini bizimle ifade ediyor; bizi varlığına, birliğine, esmâ-i İlâhiyesine, sıfât-ı Sübhâniyesine şeffaf birer ayna haline getiriyor; kalblerimizi tecelligâh-ı ilâhî yapıyor. Bunlar yetmez mi?!. *Sinek kanadı kadar ayrıştırıcı hususlar var ve gördüğünüz gibi bunlar, fil kadar müştereklerin yerini alarak hükümlerini icra ediyorlar. Çok önemsiz şeylerden dolayı insanlar birbirleriyle adeta yaka-paça oluyorlar. *Yaka-paça olma tabiat-ı insaniyede var. İnsan iman, İslam, ihsan şuuru, ihlas telakkisi, rıza yörüngesi ve Allah'a karşı aşk u iştiyak duygusu ile o olumsuz hisleri baskı altına alabilir; kurutabilir onları. Dolayısıyla da kurumuş bu çekirdekler, şeytandan gelen sinyalleri almaz artık. Fakat o duygular canlı ise, şeytandan gelen o türlü esintileri, sinyalleri duyarlar; onları deşifre edip çözerler ve sizin çok ulvi duygularınız üzerinde tesir icra etmeye başlarlar hafizanallah. *Muktezâ-yı beşeriyeti inkâr etmeye kalkmamak lazım, tabiatımızda var! Fakat Allah Teâlâ o tabiatı tadil etmeye matuf Enbiyâ-ı İzâm'ı göndermiş; onlara kitaplar vermiş; sonra onları uygulatmış, bize yol yöntem öğretmiş. Hallerinde görmüşüz onları, Cenâb-ı Hak gerçekten görmeye muvaffak eylesin, temsillerinde şahit olmuşuz. Bu açıdan da, o olumsuz hisleri baskı altına almak için lazım gelen dinamiklerin hepsi mevcut. Bu video 26/04/2015 tarihinde yayınlanan “En Büyük Tehlike ve Boykot” isimli bamtelinden alınmıştır. Tamamı burada: https://www.herkul.org/bamteli/bamtel...

Chris Garvey: Crafting a Culture of Love for Work, The Real Challenge for Real Agile Leaders Chris delves into his perspective on success for Scrum Masters, drawing inspiration from a Simon Sinek story about hotel experiences. He aspires to help team members genuinely love their jobs. Success, for Chris, hinges on trust among team members and leaders, enabling them to excel and voice concerns. He emphasizes the transition from stressing about delivery to focusing on high performance. Ownership of work methods and problem-solving is key, as is the ability to step back under pressure. Chris also advocates for creating a safe space to foster open communication within the team. Featured Retrospective Format for the Week: Visualizing Progress with the Speedboat Retrospective Chris discusses his favored retrospective format, the "Speedboat." He appreciates its visual nature and the ease with which participants grasp it. Using a standard laminated print, he guides teams to imagine their ideal day together. This imaginative exercise helps unlock insights for improvement and encourages team cohesion through the use of metaphor.   [IMAGE HERE] Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!    About Chris Garvey Chris is passionate about people, and creating empowering spaces where people can thrive. He is a coach at heart having been a Life Coach before becoming an Agile Coach. For close to 10 years he has been working in the agile space as a Scrum Master, then Agile Coach, then trainer, and now as an Enterprise Agile Coach. You can link with Chris Garvey on LinkedIn.

Şarap koleksiyonları, sağlık sigortaları, müzayedeler, at yarışları, restoranlarda çay ikramı, organ bağışları ve pisuardaki sinekler... Bugün de psikoloji + ekonomi dolu bir bölümümüz var, ilime bilime doyacağız.Geçen haftanın merkezi figürleri Kahneman ve Tversky idi, bu hafta başrolünde 80'lerden beri araştırmalar yapan, 2008'deki Nudge kitabıyla ünlü olan ve 2017'de de Nobel kazanan Richard Thaler bulunuyor. Onun kariyeri ile davranışsal bilimlerin ciddiye alınma macerası epey paralel ilerliyorlar.Tüm kaynaklar aşağıda her zamanki gibi, patronlarıma patroniçelerime teşekkürler..Konular:(00:05) Lanetli laptop(01:45) Geçen bölümün özeti(02:20) Başrolde Richard Thaler(03:00) Sahiplik etkisi: Şarap koleksiyoncusu(03:50) Batık maliyet: Karda kışta konser(05:05) Pişmanlıktan kaçınma: Sağlık sigortası(06:35) Pişmanlık manipülasyonu: Müzayedeler(07:10) Pişmanlık tahmini: Kılpayı tren kaçıranlar(07:55) Thaler'in yükselişi(08:40) Zihinsel muhasebe: para "fungible" değil(12:15) Restoranlarda su ve çay ikram mı olmalı(14:02) Taksici bütçesi(14:55) Adalet duygusu(18:50) Nudge: Pisuardaki sinekler(21:45) Organ bağışı(24:00) Gelecek bölüm(24:50) Patreon kodamanlarına teşekkürler.Kaynaklar:Makale (PDF): TOWARD A POSITIVE THEORY OF CONSUMER CHOICE (1979)Yazı: The Making of Richard Thaler's Economics NobelMakale: Regret Theory: A Bold Alternative to the Alternatives (1982)Yazı: MENTAL ACCOUNTING PART 1Yazı (Fularsız Blog): Harcamalar ve Karar Süreleri Arasındaki Garip İlişkiMakale (PDF): Fairness as a Constraint on Profit Seeking (1986)Yazı: Why Surge Prices Make Us So MadYazı (Fularsız Blog): Pisuardaki Sinek ve Nobel ÖdülüVideo: Rory Sutherland: Perspective is everything.------- Podbee Sunar ------- Bu podcast, Disney+ hakkında reklam içerir.Bu podcast, Odea hakkında reklam içerir.Odea'lı olmak ve yatırım fırsatlarından yararlanmak için tıklayın.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Chapter 1 What's The Infinite GameThe book "The Infinite Game" by Simon Sinek explores the concept of viewing business and life as an infinite game rather than a finite one. Sinek argues that instead of focusing on short-term wins and competition, individuals and organizations should prioritize long-term success and collaboration. He shares insights and examples from various industries to illustrate the importance of adopting an infinite mindset, as well as providing practical advice on how to do so. Sinek's book encourages readers to shift their perspective and mindset in order to create a sustainable and fulfilling journey in both professional and personal life.Chapter 2 Why is The Infinite Game Worth ReadThe Infinite Game by Simon Sinek is worth reading for several reasons:1. Fresh perspective on leadership: Sinek introduces the concept of "infinite game" versus the traditional "finite game" mindset in leadership. He argues that leaders who adopt an infinite mindset are more likely to inspire collaboration, innovation, and long-term success.2. Insights from real-life examples: The book includes numerous real-world examples from various industries and organizations, providing practical insights into how leaders can apply the infinite game mindset to their own work.3. Emphasis on building trusting relationships: Sinek emphasizes the importance of trust in leadership and offers strategies for fostering trust within teams and organizations. He highlights the role of empathy, transparency, and vulnerability in building strong relationships.4. Focus on long-term thinking: The book encourages leaders to adopt a long-term perspective instead of short-term thinking, emphasizing the importance of investing in the success and well-being of future generations and the overall sustainability of organizations.5. Actionable steps for implementation: Sinek provides concrete steps and strategies that leaders can implement to transition from a finite to an infinite mindset. These practical tips help readers apply the concepts in their own lives and organizations.6. Inspiring and motivational: Sinek's writing style is engaging and inspiring, encouraging readers to think differently about leadership and the purpose of their work. The book motivates leaders to embrace a more sustainable and impactful approach to their roles.Overall, The Infinite Game offers a different perspective on leadership, packed with practical examples, actionable steps, and inspiring insights that make it a worthwhile read for anyone interested in becoming a more effective and visionary leader.Chapter 3 The Infinite Game Summary"The Infinite Game" by Simon Sinek is a book that challenges traditional perceptions of success and leadership. Sinek argues that many organizations and leaders have adopted a finite mindset, where the goal is to win and beat the competition, which ultimately leads to short-term thinking and unethical behaviors.In contrast, Sinek advocates for an infinite mindset, where the focus is on long-term sustainability and continuous improvement. He argues that leaders who adopt an infinite mindset prioritize building strong organizational cultures, fostering trust and cooperation, and adapting to changing circumstances.Sinek uses real-life examples from various industries, such as Microsoft, Apple, and the military, to explain the principles of infinite thinking and the dangers of finite thinking. He explores the five essential practices for maintaining an infinite mindset: have a just cause, build trusting teams, study your worthy rivals, prepare for existential flexibility, and demonstrate the courage to lead.Throughout the book, Sinek emphasizes the importance of a clear purpose...

In the restaurant industry it's important to focus on numbers and performance because those numbers tell you the health of your business. As a coach, I teach restaurant owners how to use budgets and set goals and then measure them. When hiring managers, it's important to find those who are high performers so they can help you meet those goals. But being a good manager and finding good managers isn't all about performance. It's also about establishing trust. Trust plays a critical role in your manager's success. In this episode of my restaurant podcast, The Restaurant Prosperity Formula, I am going to explain this concept of performance and trust, based on renowned author, motivational speaker and organizational consultant Simon Sinek's TED Talk. Sinek has one of the most watched TED Talks on YouTube and wrote the book, “Leaders Eat Last.” He has inspired leaders and organizations around the world to focus on purpose leadership and create positive organizational culture. Sinek basically says a medium or even low performer who has high trust among their colleagues is more valuable than a high performer with low trust among their colleagues. WHAT? Yes. I talk you through the theory, how Sinek got there while working with Navy Seals and how this applies to your restaurant. If you want to learn more about managing with trust to apply to your own leadership and what to look for in managers for your restaurant, I encourage you to listen to this podcast episode.

On this week's Thoughtful Thursday, we dicuss why a leader may have a hard time speaking up or making a decision in the moment.Text us your leadership questions! +1 (213) 444-5381Patreon Account: https://www.patreon.com/user?u=22174142This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4805674/advertisement

The Business of Meetings –  Ep. 181 My Summer Readings - Ten Books I Enjoyed Today, I am delighted to present you with a selection of ten diverse books I read and savored during the summer months! All of these books impacted me profoundly! I sincerely hope you will take as much pleasure in reading them as I did, and I trust they will inspire and stir you as much as they did me!  Please share your thoughts and impressions with me after reading these books. Your feedback means the world to me!  The Cancel Culture Curse by Evan Nierman  This thought-provoking work, which I had the privilege of listening to on Audible, delves into the insidious phenomenon of cancel culture. Authored by Evan Nierman, the book is a compelling call for awareness and action. Nierman vividly defines the concept of cancel culture, offering insightful criteria to identify its manifestations. Beyond merely diagnosing the issue, he equips readers with strategies to combat this modern-day scourge on our freedom. The book is enriched further by real-world examples, including the cases of individuals like Alan Dershowitz, who have confronted cancel culture head-on. The Cancel Culture Curse is a must-read, as it raises a clarion call against a disturbing societal trend that threatens our liberty. Simple Numbers 2.0 by Greg Crabtree  In Simple Numbers 2.0, Greg Crabtree, a seasoned finance and business management expert, imparts invaluable wisdom to entrepreneurs and business owners. Drawing on his extensive experience, Crabtree unveils a blueprint for managing and scaling businesses. With an accountant's precision and the insight of an entrepreneur, he clarifies the pivotal numbers and ratios that guide business success. Backed by charts and real-world examples, this book provides a practical toolkit for financial growth and strategic decision-making. Whether you are a financial novice or a seasoned professional, Simple Numbers 2.0 offers a treasure trove of knowledge to propel your business endeavors. The Family Board Meeting by Jim and Jamie Shields  Jim and Jamie Shields bring us a heartwarming guide that champions the concept of quality time in our busy lives. Their book, The Family Board Meeting, encapsulates the essence of meaningful connections within families. Rooted in the notion that we have a finite number of summers to bond with our children, the book encourages dedicated one-on-one time without distractions. The authors emphasize the significance of being fully present during these moments, offering a framework for engaging conversations and mutual commitments. This heartening approach fosters lasting relationships and provides a valuable lesson for both families and businesses. 15 Minutes of Shame by Des Hague  15 Minutes of Shame recounts the gripping tale of Des Hague, a man whose life got upended by a single incident caught on camera. Hague's journey from success to infamy is a poignant exploration of the destructive power of online shaming. The book delves into his personal and professional fallout, highlighting the double standards and chaos that ensue when individuals become targets of online attacks. Hague's resilience and determination to rebuild his life after facing the brunt of cancel culture exemplify the spirit of survival against the odds. A compelling narrative interwoven with business and personal growth lessons, 15 Minutes of Shame is a powerful testament to the human capacity to overcome adversity. The Mastermind Dinners by Jason Gaignard  Jason Gaignard's book, The Mastermind Dinners, is a compelling guide for anyone seeking to orchestrate impactful mastermind dinners and events. The book offers a detailed blueprint to illuminate the power of these gatherings in fostering meaningful connections and facilitating valuable discussions among like-minded individuals. With Giagnard drawing on his life experiences, this book equips readers with practical steps to curate successful mastermind dinners that inspire collaboration and personal growth. A Dose of Hope: A Story of MDMA-Assisted Psychotherapy by Dr. Dan Engle  Dr. Dan Engle's A Dose of Hope delves into the groundbreaking realm of MDMA-assisted psychotherapy. Through the lens of this transformative treatment, Engle presents a captivating narrative that highlights the potential of MDMA to address conditions like PTSD. The book encapsulates the experiences of individuals undergoing this therapy, shedding light on the profound impact MDMA has on their healing journey. Engle's expertise and passion shine through as he explores the promising future of MDMA therapy within the mental health realm. How to Work with Almost Anyone by Michael Bungay Stanier  Michael Bungay Stanier's How to Work with Almost Anyone offers insightful guidance for navigating complex interpersonal dynamics in the workplace. By drawing on his expertise in coaching and communication, Stanier provides readers with practical tools to foster effective collaboration and understanding. With thought-provoking questions and strategies, the book empowers individuals to build more harmonious relationships with colleagues, ultimately enhancing productivity and teamwork. The End of the World Is Just the Beginning by Peter Zeihan  Peter Zeihan's The End of the World Is Just the Beginning presents a thought-provoking exploration of geopolitics and global trends. With meticulous analysis, Zeihan dissects the collapse of globalization and its implications for various sectors, from energy to manufacturing. Backed by data and historical context, the book offers an illuminating glimpse into the shifting geopolitical landscape, providing readers with a comprehensive understanding of our world's evolving dynamics. Mindset: The New Psychology of Success by Carol Dweck  Carol Dweck's seminal work, Mindset, delves into the concept of mindset and its influence on personal and professional success. Examining the distinction between fixed and growth mindsets, Dweck reveals how our beliefs about our abilities shape our behavior and achievements. The book provides insights into fostering a growth mindset, offering valuable lessons for parents, educators, and individuals striving for self-improvement. The Infinite Game by Simon Sinek  Simon Sinek's The Infinite Game challenges conventional notions of competition and success in business. Sinek introduces the concept of infinite games, emphasizing the importance of a long-term perspective and collaborative mindset. Through engaging anecdotes and illustrative examples, Sinek urges readers to reevaluate their approach to leadership and decision-making, encouraging them to prioritize purpose and sustainability over short-term gains. Conclusion I'm thrilled to have shared this array of impactful books that enriched my summer! Every one of these titles resonated deeply with me, and I trust they will do the same for you. I eagerly anticipate hearing your thoughts and insights. Your feedback holds immense value, as it fuels meaningful conversations and learning experiences. I trust that the knowledge and transformative influence within the pages of these books will nurture growth and inspire meaningful connections! Connect with Eric On LinkedIn On Facebook On Instagram On Website Episode 85 with Greg Crabtree Episode 164 with Evan Nierman Episode 180 with Michael Bungay Stanier Episode 100 with Jason Gaignard  Books Mentioned: The Cancel Culture Curse by Evan Nierman  Simple Numbers 2.0 by Greg Crabtree  The Family Board Meeting by Jim and Jamie Shields 15 Minutes of Shame by Des Hague The Mastermind Dinners by Jason Gaignard  A Dose of Hope: A Story of MDMA-Assisted Psychotherapy by Dr. Dan Engle  How to Work with Almost Anyone by Michael Bungay Stanier The End of the World Is Just the Beginning by Peter Zeihan  Mindset: The New Psychology of Success by Carol Dweck  The Infinite Game by Simon Sinek   

There are plenty of leadership “gurus” who can simplify complex topics. But how often do we consider the accuracy of their statements? Lots has been written about the purpose movement, but there's another approach: embracing the absurdity of our current situations, and holding up a mirror to them.Irony in teams can give us an interesting perspective on performance and management, and can be a vital bonding agent within teams. Dr Richard Claydon has done extensive research on organisational irony and its role in leadership. He teaches leadership programmes and has developed facilitation techniques to help people learn and develop leadership skills in a practical way. And he challenges some of the received wisdom of “gurus” many hold in high esteem.Takeaways from Dan and Pia Not all of us can find purpose in our work, so we seek it elsewhere. And trying too hard to find purpose in your work – and not following your own intrinsic purpose – can lead to difficulties. Richard challenges some of the claims and statements Simon Sinek makes – from an academic's point of view – but the fact that it resonates with so many people can't be ignored. When faced with absurdity – or with things being taken too seriously – the key is to face it with a wry smile. Just don't take it to the point of sarcasm. There can be comfort in finding people who share your ironic take on things. Leadership can be dark – it's not always plain sailing. Links Connect with Richard via LinkedIn Are you a Sinek cynic? – Richard's LinkedIn post How Great Leaders Inspire Action – Simon Sinek's “Golden Circle” TED talk EQ Lab The Human Factor Leave us a voice note

Chapter 1 What's the Book Start With Why"Start With Why" is a concept popularized by Simon Sinek, which emphasizes the importance of understanding and communicating the fundamental purpose or motivation behind one's actions or endeavors. According to Sinek, starting with why involves identifying and articulating the underlying beliefs, values, and principles that drive an individual or organization. Sinek argues that many successful leaders and companies are able to inspire people and create long-lasting impact because they effectively communicate their "why" before addressing the "how" and "what." By focusing on the core purpose or cause that motivates them, they are able to attract like-minded individuals who share their vision and inspire loyalty and commitment. The concept of Start With Why is often applied in leadership, marketing, and personal development. It encourages individuals and organizations to dig deep and reflect on their underlying motivations, as understanding the why can help guide decision-making, foster innovation, and build stronger connections with others.Chapter 2 Why is Start With Why Practical"Start With Why" is practical because it focuses on the fundamental driver behind individuals' actions and decisions. Here are a few reasons why it is considered practical: 1. Clarity of Purpose: By starting with why, individuals and organizations gain clarity about their purpose and the values that guide their actions. This clarity helps in setting clear goals, making better decisions, and aligning efforts towards a common cause. 2. Motivation and Engagement: Understanding the "why" behind a task or goal creates a sense of purpose, motivating individuals to go above and beyond mere compliance. When people are driven by a strong sense of purpose, they are more engaged, committed, and willing to put in the necessary effort to achieve the desired results. 3. Differentiation and Innovation: Starting with why helps individuals and organizations differentiate themselves from competitors. When people understand the underlying reason behind what they do, they can communicate their unique value proposition and stand out in the marketplace. Additionally, this focus on purpose can fuel innovation by encouraging individuals to think creatively and find new ways to fulfill their why. 4. Effective Communication: Communicating the why effectively helps build trust, loyalty, and influence. People are more likely to connect with a genuine purpose, which leads to stronger relationships and increased buy-in. When an organization's why resonates with its audience, it becomes easier to attract customers, employees, and partners who share the same values. 5. Resilience and Adaptability: Clarifying the why provides a guiding light during challenging times. When faced with obstacles or setbacks, individuals and organizations with a clear purpose are more likely to stay resilient and focused on their long-term vision. The ability to adapt and evolve also becomes easier when anchored to a strong why. In summary, starting with why is practical because it brings clarity, motivation, differentiation, effective communication, and resilience. It allows individuals and organizations to tap into their deeper purpose, leading to greater success and fulfillment in their endeavors.Chapter 3 Start With Why OverviewIn this article, we delve into the transformative insights presented by Simon Sinek in his groundbreaking book, "Start with Why." Through a thought-provoking analysis, we explore...

Chapter 1 What's Leaders Eat Last about"Leaders Eat Last" is a book written by Simon Sinek, an author and motivational speaker. The book explores the concept of leadership and how leaders can create a positive work environment that fosters trust, collaboration, and success. Sinek uses examples from various fields to illustrate his points, emphasizing the importance of putting the needs of others before our own as leaders. "Leaders Eat Last" aims to inspire leaders to prioritize their team members' well-being and create an atmosphere of safety and support within their organizations.Chapter 2 Why is Leaders Eat Last A Good Book"Leaders Eat Last" is considered a good book for several reasons: 1. Insightful Leadership Perspective: The book, written by Simon Sinek, provides an insightful perspective on leadership as it explores the concept of selfless leadership. It emphasizes the idea that great leaders prioritize the well-being and success of their team members before their own interests. This fresh perspective challenges traditional notions of leadership and encourages leaders to create environments of trust and support. 2. Human-Centered Approach: Sinek focuses on the importance of trust, empathy, and connection in building successful teams and organizations. He delves into the biological and evolutionary aspects of human behavior to explain why some leaders are more effective than others. By understanding the underlying principles of human interaction, leaders can cultivate an environment where people feel inspired, safe, and motivated to give their best. 3. Engaging Stories and Examples: Throughout the book, Sinek illustrates his concepts with captivating stories from various industries, including the military, business, and sports. These real-life examples make the concepts relatable and help readers grasp the impact of selfless leadership on individuals and organizations. 4. Practical Application: "Leaders Eat Last" not only presents theories but also provides practical strategies for implementing selfless leadership principles. Sinek offers actionable advice on how leaders can create a culture of trust, foster collaboration, inspire loyalty, and empower their teams. This makes the book valuable for both aspiring and experienced leaders seeking guidance on improving their leadership skills. 5. Inspirational and Motivating: The book's overarching message is one of hope and inspiration. It highlights the potential for positive change within organizations when leaders prioritize the well-being of their team members. This encouragement to become better leaders resonates with readers and motivates them to strive for excellence in their own roles. Overall, "Leaders Eat Last" stands out as a good book due to its unique perspective on leadership, its focus on human connection, the use of engaging stories, practical applications, and its ability to inspire and motivate readers to become more selfless leaders.Chapter 3 Leaders Eat Last ReviewIn this article, we delve into Simon Sinek's bestselling book, "Leaders Eat Last," and explore the profound insights it offers on effective leadership. The title encapsulates the core principle of the book, highlighting the importance of selflessness in driving organizational success. By prioritizing the needs of their team members, leaders create a culture of trust, cooperation, and loyalty, ultimately fostering peak performance and long-term growth. Join us as we uncover the key lessons from "Leaders Eat Last" and discover how adopting these principles can transform your...

David Mead's journey has been guided by his profound belief in the importance of human connection and individual growth. With a genuine focus on human beings, he understands that the key to unlocking potential is by fostering an environment where people feel valued and supported. David shares his experiences working in sales, finding inspiration from Simon Sinek's powerful talk, and ultimately joining Sinek's team to develop an online course. The episode explores David's insights on balancing empowerment and enforcing standards in the workplace, the importance of empathy in accountability, and the concept of mutual accountability in leadership. Additional Resources Connect with Tim on LinkedIn Learn more about The Aperio Connect with David Mead David's Website Learn more about PeopleForward Network

Leaders Eat LastLeaders Eat Last Full Book Introduction Some enterprises perform well in the short-term but, in the long-term, end up failing. While this unfortunate scenario happens to some branches around the world, other can miraculously grow their stock prices in over 1200% increase in stock prices. Why does that happen? What is the difference between those that succeed and those who fail? Many enterprises regard short-term rises in earnings as a sign of success, but overlook long-term growth and sustainability. So, how can we inspire employees with ideals of dedication and cooperation whilst keeping up with an extraordinary performance? This book, used as training material by top organizations including Microsoft, American Express, the US Department of Defense, and the United Nations, will open the door to a sustained increase in performance in your teams. Author : Simon SinekSimon Sinek is known as the pathfinder of leadership philosophy. His pioneering "selfish & selfless chemicals" leadership rule initiated the integration of human biology principles into leadership philosophy. Sinek also put forward other important leadership principles to leaders all around the world, including the “Golden Circle" and the "Circle of Safety". His leadership speech streamed on TED has over 54.77 million views, and ranks among the top videos of the platform. Overview | Chapter 1Hi, welcome to Bookey. Today we will unlock the book “Leaders eat last: Why some teams pull together and others don't”. If you were to visit the United States Marine Corps, you will notice an interesting fact: the local restaurant has a different dynamic. Many organizations opt to serve their leaders or their top-tier employees before anyone else in the team. However, in the American Marine Corps, junior employees are served first, before the group of senior leaders, who are usually the last ones to get a meal. Surprisingly, there is no standing order which dictates this behavior, the habit is just a product of the strong leadership culture of the foundation. Exceptional leaders genuinely care about their employees, as they understand that they are the ones who put the power in their hands. Good leaders put others before themselves, sacrifice personal interests, and advance the interests of the organization, gaining true respect from their peers and strengthening their leadership as a consequence. The principle of "leaders eat last" is not only applicable to the Marines. If typical enterprises or organizations can blend this concept into their own corporate cultures, they will also be capable of building and sustaining a well-motivated team. However, in reality, we will see that the "kick the cat" effect often exists in many companies. The term “kick the cat” refers to a chain reaction where those who rank higher in a company vent dissatisfaction to people – or employees - considered inferior. When the upper-level group of employees of an enterprise is under extreme pressure in an enterprise, they tend to pass the pressure to the middle level workers. Following the cycle, the pressure will then end in the group of employees with the lowest level of knowledge. When this group is under duress, working becomes a burden for them. The entire working environment becomes a "pressure barrel", where the employees at the bottom of the “barrel” feel exhausted and suffocated. The results are clear-cut: loss of employees and following company crises. How can an enterprise on the verge of bankruptcy revitalize its fortune? How can leaders inspire employees' passion for work? How can we...

Ep 179: Do the behaviors of your people align with the results on paper?New listeners often ask us where they should start or if there are specific episodes we recommend. This "Best Of" Saturday Series answers those questions with popular episodes from the last five years.Text us your leadership questions! +1 (213) 444-5381Patreon Account: https://www.patreon.com/user?u=22174142

I hope you are excited for a productive and incredible 2023. This starts with a proper planning. And great planning includes evaluating the people in your life. Today's episode takes us back to one of our earliest episodes: "Your Inner Circle." We need to evaluate the people who are healthy to have close to you, because you are going to need them to build a team who can help you reach your goals. We also want to go back a couple of years to the idea of "Building Your Ladders." There is a tried and true strategy for using the calendar year as a 12 step program for building a ladder and reaching a new level. Take full advantage of the January fresh start and prepare for that first rung!Lastly, in this episode, let's get some really great ideas from Simon Sinek. He did an interview recently concerning how to build a great team. There has to be support when you falter. There has to be trust and people who throw you a party when you fail (in a great way). His instruction at the end will be important in setting up the kind of support that will make 2023 fail safe, so long as God allows!

We are getting down to the last couple of months in 2022.  This is an outstanding time to evaluate the year and start working on plans for 2023. I don't like waking up in January jumping in to something new. I want to work on it, plan it, and get it set up now... so the New Year starts with excitement and structure. A fun way to get into this way of thinking is The Bucket List. So let's spend some time on that. But there is a really cool, perhaps even better, list to examine: the reverse bucket list. What if we look backwards to assess where our attention should go in the future? - Are you ready to do some work now to make 2023 the best year of your life?- What is a Bucket List and why are they so fun to make?- But what are some drawbacks of putting our joy and hope in a list like that?- What is a Reverse Bucket List and how does it give us deeper perspective?- How can you plan 2023 with reachable goals that deepen things you know you love?

Ooh, I'm excited to talk about this today! Simon Sinek has been a help to me in many ways over the years. His work on "Always Speak Last" and "Start With Why" continue to affect the way I think and live. One of his newer books, "The Infinite Game" shares ideas that have become immediately relevant in decision making, relationship... handling, and general understanding of my purpose.I hope you find this powerful in assessing if the things you struggle with in this life are about winning, or about keeping going and growing. When we are in something for its betterment and our betterment, with no direct competition and no deadline or timeframe... great things WILL happen.- How does an infinite game differ from a finite game?- If the purpose is to win by a deadline, what are drawbacks to that approach?- How can the goal to keep going and keep growing produce far, far more results?- If you stop comparing and stopped competing, how would that free you up to grow?- What are practical situations where an infinite game approach can fill you with optimism?The Infinite Game