Simon Sinek

And so sometimes the discipline to manage expectations is to simply say, I cannot do that. I won't agree to it. So can I see you Saturday? No. No, because I will let you down. The odds are too high. Or, hey, Simon, will you do my taxes for me? No, no, I will not. It will not go well. You will go to jail if I do your taxes. Right.

And so sometimes the discipline to manage expectations is to simply say, I cannot do that. I won't agree to it. So can I see you Saturday? No. No, because I will let you down. The odds are too high. Or, hey, Simon, will you do my taxes for me? No, no, I will not. It will not go well. You will go to jail if I do your taxes. Right.

And so sometimes the discipline to manage expectations is to simply say, I cannot do that. I won't agree to it. So can I see you Saturday? No. No, because I will let you down. The odds are too high. Or, hey, Simon, will you do my taxes for me? No, no, I will not. It will not go well. You will go to jail if I do your taxes. Right.

And so I think follow through is only partially the execution, which is the obvious part. Do the thing you say you're going to do. but it's also managing expectations and giving people heads up before you let them down. Because part of follow-through is not just the actual doing of it. It's letting people know that they need a backup plan.

And so I think follow through is only partially the execution, which is the obvious part. Do the thing you say you're going to do. but it's also managing expectations and giving people heads up before you let them down. Because part of follow-through is not just the actual doing of it. It's letting people know that they need a backup plan.

And so I think follow through is only partially the execution, which is the obvious part. Do the thing you say you're going to do. but it's also managing expectations and giving people heads up before you let them down. Because part of follow-through is not just the actual doing of it. It's letting people know that they need a backup plan.

Like, hey, I know I said I could do this for you by Thursday. It's Tuesday now. I can already see I'm not going to get to it. I would argue that that's a successful follow-through because you can work with somebody or allow them to figure out a backup plan. So communication... an expectation setting, I think helps people follow through more or not just simply fulfilling the actions.

Like, hey, I know I said I could do this for you by Thursday. It's Tuesday now. I can already see I'm not going to get to it. I would argue that that's a successful follow-through because you can work with somebody or allow them to figure out a backup plan. So communication... an expectation setting, I think helps people follow through more or not just simply fulfilling the actions.

Like, hey, I know I said I could do this for you by Thursday. It's Tuesday now. I can already see I'm not going to get to it. I would argue that that's a successful follow-through because you can work with somebody or allow them to figure out a backup plan. So communication... an expectation setting, I think helps people follow through more or not just simply fulfilling the actions.

Because I'd rather somebody tell me they're not going to do a good job than do a half-assed job, but hey, I did it on time, quote unquote.

Because I'd rather somebody tell me they're not going to do a good job than do a half-assed job, but hey, I did it on time, quote unquote.

Because I'd rather somebody tell me they're not going to do a good job than do a half-assed job, but hey, I did it on time, quote unquote.

I followed through. I'm like, yeah, technically, yes. Technically, yeah.

I followed through. I'm like, yeah, technically, yes. Technically, yeah.

I followed through. I'm like, yeah, technically, yes. Technically, yeah.

And sometimes, look, we're all guilty of it. Like, hey, at the end of this year, you're definitely going to get a raise, but the numbers aren't working out. We can't afford a raise. And I said, I know I said I'd give you a raise and I feel awful, but let me show you the numbers.

And sometimes, look, we're all guilty of it. Like, hey, at the end of this year, you're definitely going to get a raise, but the numbers aren't working out. We can't afford a raise. And I said, I know I said I'd give you a raise and I feel awful, but let me show you the numbers.

And sometimes, look, we're all guilty of it. Like, hey, at the end of this year, you're definitely going to get a raise, but the numbers aren't working out. We can't afford a raise. And I said, I know I said I'd give you a raise and I feel awful, but let me show you the numbers.

Now, where it gets dangerous is when we, and this breaks psychological safety, is when leaders keep things for themselves, right? Like, listen, I'm not going to give you your bonus, but you should see mine, right?

Now, where it gets dangerous is when we, and this breaks psychological safety, is when leaders keep things for themselves, right? Like, listen, I'm not going to give you your bonus, but you should see mine, right?