Simon Sinek

And so it might be bold relative to a few months ago, but it's not bold relative to yesterday. And I think that's really important. Because remember, the bold new initiative was born slowly. It wasn't like a bunch of executives sat in a room the day before and said, you know what we should do? Announce it tomorrow.

And so it might be bold relative to a few months ago, but it's not bold relative to yesterday. And I think that's really important. Because remember, the bold new initiative was born slowly. It wasn't like a bunch of executives sat in a room the day before and said, you know what we should do? Announce it tomorrow.

And so it might be bold relative to a few months ago, but it's not bold relative to yesterday. And I think that's really important. Because remember, the bold new initiative was born slowly. It wasn't like a bunch of executives sat in a room the day before and said, you know what we should do? Announce it tomorrow.

What happened was it was months and somebody made an offhand comment and somebody goes, you know, I was thinking about what you said last night. That's really interesting. I wonder if we could dot, dot, dot. In other words, it took time to get to the bold initiative and then we just announce it to everybody. So you've got to bring people on the journey.

What happened was it was months and somebody made an offhand comment and somebody goes, you know, I was thinking about what you said last night. That's really interesting. I wonder if we could dot, dot, dot. In other words, it took time to get to the bold initiative and then we just announce it to everybody. So you've got to bring people on the journey.

What happened was it was months and somebody made an offhand comment and somebody goes, you know, I was thinking about what you said last night. That's really interesting. I wonder if we could dot, dot, dot. In other words, it took time to get to the bold initiative and then we just announce it to everybody. So you've got to bring people on the journey.

That's how you do follow through for bold new initiatives.

That's how you do follow through for bold new initiatives.

That's how you do follow through for bold new initiatives.

Great news for the company. And the problem is when there's uncertainty, there's fear. And when there's fear and there's resistance, now you're accused of not being a team player. Now you're accused of not caring about the company. Now you're accused of being a bad employee. And it's none of those things. It's just fear. Fear and uncertainty is all it is.

Great news for the company. And the problem is when there's uncertainty, there's fear. And when there's fear and there's resistance, now you're accused of not being a team player. Now you're accused of not caring about the company. Now you're accused of being a bad employee. And it's none of those things. It's just fear. Fear and uncertainty is all it is.

Great news for the company. And the problem is when there's uncertainty, there's fear. And when there's fear and there's resistance, now you're accused of not being a team player. Now you're accused of not caring about the company. Now you're accused of being a bad employee. And it's none of those things. It's just fear. Fear and uncertainty is all it is.

And this is why a lot of change management is nonsense. You come in and do a deck about how important this change is. It's not bringing people along on the journey and letting them come to that conclusion themselves. It's announcing to people and then pretending that it won't be so bad. Being honest and being realistic, but bringing people on the journey are super, super important.

And this is why a lot of change management is nonsense. You come in and do a deck about how important this change is. It's not bringing people along on the journey and letting them come to that conclusion themselves. It's announcing to people and then pretending that it won't be so bad. Being honest and being realistic, but bringing people on the journey are super, super important.

And this is why a lot of change management is nonsense. You come in and do a deck about how important this change is. It's not bringing people along on the journey and letting them come to that conclusion themselves. It's announcing to people and then pretending that it won't be so bad. Being honest and being realistic, but bringing people on the journey are super, super important.

Let's define what work-life balance means, right? It doesn't mean I work a lot of hours and now I need to go do a bunch of yoga. Like the thing that makes me laugh all the time when companies say, you know, we work hard and play hard. I mean, both of those sound very unhealthy. Work smart, play always is what I say.

Let's define what work-life balance means, right? It doesn't mean I work a lot of hours and now I need to go do a bunch of yoga. Like the thing that makes me laugh all the time when companies say, you know, we work hard and play hard. I mean, both of those sound very unhealthy. Work smart, play always is what I say.

Let's define what work-life balance means, right? It doesn't mean I work a lot of hours and now I need to go do a bunch of yoga. Like the thing that makes me laugh all the time when companies say, you know, we work hard and play hard. I mean, both of those sound very unhealthy. Work smart, play always is what I say.

And so when we treat it like a scale and like we have to take deposits and credits on both sides, it doesn't really work. And it's not based on how hard you work. Working hard for something you don't believe in is called stress. Working hard for something you love is called passion. In both cases, you're working hard. Only in one of those does it feel worth it.

And so when we treat it like a scale and like we have to take deposits and credits on both sides, it doesn't really work. And it's not based on how hard you work. Working hard for something you don't believe in is called stress. Working hard for something you love is called passion. In both cases, you're working hard. Only in one of those does it feel worth it.