Simon Sinek

You didn't need the pump and the circumstance.

And if you go back to sort of Jim Collins' work, sort of the old classic level five leader stuff, humility ranks real high in what it takes to be one of these great inspiring leaders.

And I don't fault the people, because clearly, you know, people are people, whatever generation we're in.

I think it's the times we live in and the incentive structures around us, but we've over-indexed on rugged individualism.

We've over-indexed on sort of heroizing CEOs.

Like, they did it.

I'm like, no, they didn't.

There's a whole team, you know?

We've over-indexed on short-termism.

We've over-indexed on shareholder supremacy.

None of those things are bad per se, but when the weight is tilted too far, it impacts behavior.

Because, you know, show me how someone's paid and I'll show you how they behave.

Shareholder supremacy, you get a behavior that looks like a lot of the leaders that we have today.

These things go in cycles.

We have been in a bad Jack Welch, Milton Friedman cycle that started in the 80s, really got going in the 90s and the 2000s.

Mass layoffs, for example, didn't exist prior to the 1980s.

It wasn't a thing.

So we use layoffs to balance the books, which is just crazy, right?

Like we missed our arbitrary projections.

We're profitable, just not as profitable as we wanted.