Top 548 Quotes & Sayings by Simon Sinek - Page 8

Remaining calm in times of desperation makes way for opportunity.

We should always choose to work with people we love. They are the ones who will watch our back and our future.

Optimism is the ability to focus on where we're going, not where we're coming from.

Progress is more important than perfection.

A good leader takes care of those in their charge. A bad leader takes charge of those in their care.

We learn most not from all of the things that go right. We learn most when everything goes wrong.

Good marketing offers us a view of the world. Bad marketing offers us a product to buy.

The value of experimentation is not the trying. It's the trying again after the experiment fails.

I don't consider myself an expert in the why.

I cannot tell you on a day to day basis that there's a return on investment. I can tell you if you stick with it, absolutely in a few months things will start to change. It starts to change slowly. Things start to get a little easier. As the momentum builds it becomes bigger and bigger.

I don't care about preaching to the converted.

I have to have an impact. That's what drives me to practice to make sure my words are clear and my stories are compelling. Right. Because it matters.

I can't stand those people, speakers in a room, they say this all the time, "If I can just help one person in this room, I've done my job." You have an audience of 500 people and your standard of success is one person? That's terrible. If you help one person in the room, you're an abject failure. You have to change something.

Walt Disney had a very clear sense of why. He was about happiness. Remember when Disney was founded, it was during war. People said that life sucked. And he said, "No." He was an eternal optimist who said: "Life is beautiful. It's about giving. It's about family." Look what happened. His cause grew and people committed themselves to helping him grow the Disney why and it was hugely successful.

I need an army. I need people out there who are either preaching with me to different audiences that I can't get to or who are implementing the work and helping people actually learn their why or practice their why or implement their why because I don't do that.

When or if we "quote, unquote" do not like our work, it is probably because we do not feel safe where we go to work. So when you say, what can we do?, the irony is that the best thing we can do is, well one option, is to quit.

All the perks, all the benefits and advantages you may get for the rank or position you hold, they aren’t meant for you. They are meant for the role you fill. And when you leave your role, which eventually you will, they will give the ceramic cup to the person who replaces you. Because you only ever deserved a Styrofoam cup.

Would anybody be offended if we gave a $150 million bonus to Gandhi? How about a $250 million bonus to Mother Teresa? Do we have an issue with that? None at all. None at all. Great leaders would never sacrifice the people to save the numbers. They would sooner sacrifice the numbers to save the people.

The value of networking is not measured by the number of people we meet but by the number of people we introduce to others.

When a player has a slump, we do not trade them, we coach them. It is the same with our employees.

Those who lead inspire us Whether they are individuals or organizations, we follow those who lead not because we have to but because we want to.

You have to be careful what you think you know.

I'm investing in myself, I'm investing in others and I'm investing in my cause. I know if I persist it will pay back in dividends and it always does.

What is a company that believes in good, clean family entertainment doing making R-rated pictures.

Outside advice can only tell you how a decision looks. Only you can know how it feels. The best decisions look and feel right.

There's only one of me. With you using the why in the center of your work helps me.

Disney is beloved again. They can now attract the talent again and they can hold onto the talent again. People trust them again. It's all return since they went back to the why.

I don't care about convincing the people who think I'm naive or an idiot.

Following takes why. Transactions take what. It has to be real. It has to be the same for writing a book.

You have to write a book because you believe it has helped you, because you believe it has helped others personally and you are dying to share with it others because you know it will add value to their lives. You write it for them like a gift. You don't want anything from them. You don't want them to do anything for you. You don't even care if they all share the book with their friends, they don't all have to buy them. You're just dying to share this idea with people. Your challenge is to write it in a way that is compelling, enjoyable to read so that they will get the idea.

It is like when a player has a slump, we do not trade them, we coach them. It is the same with our employees. The best leaders come to the aid of their people, whose performance is down. Not come down harder on them.

Time and energy. Those are the most valuable sacrifices leaders can make.

A great leader will never sacrifice the people for the numbers.

If our parents fixed everything for us and did not allow us to do anything on our own, or intervened every single time, we would all grow up to be completely dependent.

The leader's job is to lead and protect. Not have all the answers, not know everything to do, not to micromanage and tell people what to do or how to do it. A leader's job is to lead and protect. That's their job, and it's the people within the organization - their job is to get the work done.

A parent does not do everything for their kid. A parent that does everything for their kid produces a kid with no self-confidence. If our parents fixed everything for us and did not allow us to do anything on our own, or intervened every single time, we would all grow up to be completely dependent. The reason we grow up to be healthy adults is because our parents played this game of giving us responsibility, disciplining us when necessary, letting us try, letting us fail.

A boss wants to pay for results, an employee wants recognition for effort. If a boss recognizes effort, they will get even better results.

I'm a messenger. I'm one piece of a giant jigsaw puzzle.

What I'm doing is obeying the law of diffusion of innovations.

Givers advance the world. Takers advance themselves and hold the world back

I'm simply following the journey.

People don't buy what you do; they buy what you stand for.

What I say is join me and be part of the army and find ways that maybe even I haven't thought of I haven't even thought of to help spread this message and inspire people to do what inspires them. That's what I need you to do.

I'm very clear about what I believe.

True love exists in business. It's when Employee and Employer are amazingly grateful to have each other. We should all have true love at work.

It's the discipline to understand that the things that might make you rich or things might make you famous are sometimes worth pursuing and sometimes are not.

Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail.

People who go to work to be a part of the cause don't go home. They are home. Now - who wants to quit?

If you care, do something. If you don't care, please stay out of the way of those who do.

You have to have a patience for relationships.

Leadership is about making people feel safe. When someone feels heard, they feel safe.

If you're looking for a New York Times best-seller, I may or may not give you that.

My own career is a case study for what I believe in.

Leadership is not about being a nice person or not a nice person.

The goal of life is not to have our lives mean something to ourselves. The goal of life is to have our lives mean something to others.

The people who say,"What guarantee do I have?" I walk away. I'll get you later.

I'm very prescriptive about who I work with. I'm very clear about what I believe. If they believe what I believe I will work with them. If they say things like, "Convince me we should do this." I walk away.

When we are selective about doing business only with those who believe in our WHY, trust emerges.

We invest in things like the future, like our children, like education. In other words, we invest in things that we understand we will not see an immediate return of investment but everybody knows it will have a positive impact and you can easily measure it over the course of time. Your why is exactly the same thing.

Great leaders and great organizations are good at seeing what most of us can’t see. They are good at giving us things we would never think of asking for.