Simon Sinek

Like the company's going out of business, we got a layoff, you know, 20% of the workforce. Now it's like, We missed our profits. We're profitable, just not as much as we wanted to, so you get to lose your job. That didn't exist. The concept of shareholder supremacy and short-termism, it's all relatively recent. And so we don't want to throw the baby out with the bathwater.

Like the company's going out of business, we got a layoff, you know, 20% of the workforce. Now it's like, We missed our profits. We're profitable, just not as much as we wanted to, so you get to lose your job. That didn't exist. The concept of shareholder supremacy and short-termism, it's all relatively recent. And so we don't want to throw the baby out with the bathwater.

Capitalism we like, this version of capitalism we don't like. And I think you're right, which is we talk about the future of work. I think the great irony is the future of work is actually to go back to a time before Milton Friedman. where capitalism was devoted to building great companies and taking care of customers. And if you did that, the shareholder would benefit.

Capitalism we like, this version of capitalism we don't like. And I think you're right, which is we talk about the future of work. I think the great irony is the future of work is actually to go back to a time before Milton Friedman. where capitalism was devoted to building great companies and taking care of customers. And if you did that, the shareholder would benefit.

Capitalism we like, this version of capitalism we don't like. And I think you're right, which is we talk about the future of work. I think the great irony is the future of work is actually to go back to a time before Milton Friedman. where capitalism was devoted to building great companies and taking care of customers. And if you did that, the shareholder would benefit.

Shareholder came third, not first.

Shareholder came third, not first.

Shareholder came third, not first.

No, this is very intimidating, but let's get into it.

No, this is very intimidating, but let's get into it.

No, this is very intimidating, but let's get into it.

That's a good scenario. So some people have a high risk tolerance in the company. They're probably a minority. And most people have a lower risk tolerance. In other words, fear. And when a company or CEO announces a bold new initiative, what most people hear is, how is this going to affect me? Am I at risk? And the reason we get pushback or sabotage

That's a good scenario. So some people have a high risk tolerance in the company. They're probably a minority. And most people have a lower risk tolerance. In other words, fear. And when a company or CEO announces a bold new initiative, what most people hear is, how is this going to affect me? Am I at risk? And the reason we get pushback or sabotage

That's a good scenario. So some people have a high risk tolerance in the company. They're probably a minority. And most people have a lower risk tolerance. In other words, fear. And when a company or CEO announces a bold new initiative, what most people hear is, how is this going to affect me? Am I at risk? And the reason we get pushback or sabotage

for quote unquote bold new initiatives, it's not because people disagree, it's because they're afraid, right? People fear sudden change. And so bold initiatives have to be built, not announced. You don't want to make it like a, you know, where it's like a, wait for it, wait for it, ta-da! No, that's a very bad way to do bold initiatives. What you want to do is tell a story over a period of time.

for quote unquote bold new initiatives, it's not because people disagree, it's because they're afraid, right? People fear sudden change. And so bold initiatives have to be built, not announced. You don't want to make it like a, you know, where it's like a, wait for it, wait for it, ta-da! No, that's a very bad way to do bold initiatives. What you want to do is tell a story over a period of time.

for quote unquote bold new initiatives, it's not because people disagree, it's because they're afraid, right? People fear sudden change. And so bold initiatives have to be built, not announced. You don't want to make it like a, you know, where it's like a, wait for it, wait for it, ta-da! No, that's a very bad way to do bold initiatives. What you want to do is tell a story over a period of time.

Like, look how well we're doing here. This is very exciting. I think we're good at this. And you get to the point where everybody's starting to think, we could probably push this a little harder. And the day you announce it, everybody's like, yeah, that makes perfect sense. Yeah, totally. We've been kind of going down this road.

Like, look how well we're doing here. This is very exciting. I think we're good at this. And you get to the point where everybody's starting to think, we could probably push this a little harder. And the day you announce it, everybody's like, yeah, that makes perfect sense. Yeah, totally. We've been kind of going down this road.

Like, look how well we're doing here. This is very exciting. I think we're good at this. And you get to the point where everybody's starting to think, we could probably push this a little harder. And the day you announce it, everybody's like, yeah, that makes perfect sense. Yeah, totally. We've been kind of going down this road.