Chapter 1: What is the purpose of the 'Start With Why' motivational speech?
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We're also preoccupied with ourselves, you know? I had what a lot of people would be considered a good life, as living the proverbial American dream. You know, I quit my job to start my own business, made an okay living, had great clients, did good work. And yet I'd lost my passion for that and didn't want to wake up and go to work anymore.
Which was embarrassing because superficially everything was just fine. I was pretending that I was happier, more in control and more successful than I was or felt. Which is quite frankly pretty draining and pretty dark. And it wasn't until a very, very close friend of mine came to me and said, something's wrong. She was the first one to notice something.
And I came clean and I sort of let it all out. It was that catharsis that sort of lifted this heavy weight off my shoulders. I was no longer alone. It was no longer a secret. And all of the energy that was previously going into lying, hiding and faking now went into finding a solution. If you allow someone to sit and struggle with you, it actually deepens the relationship.
But what we're talking about is risk. What we're talking about is being vulnerable. And it requires more courage, as you've learned. It actually requires more strength to say, I'm anxious today than it does to lie and say everything's great. That's the irony. Superficially, it's stronger. But in reality, it's cowardice.
If you want to be an elite warrior, you better get really, really good at helping the person to the left of you and helping the person to the right of you. Because that's how people advance in the world. I don't like the conversations of strengths and weaknesses because strengths often have liability. I'm really confident. Okay, in the wrong context, you're arrogant.
But weaknesses also have silver linings. Yes, it's important for us to understand our characteristics. that we exhibit, of which some of them in certain contexts are huge strengths, and some of the exact same characteristics in the wrong context are huge weaknesses, right? So we have to be very careful when we label people or generations as being strong or weak, because the answer is it depends.
We have to take the time to foster and take care of people around us, to nurture our relationships, because when we're gonna be doing something difficult, when we're gonna be swimming upstream, when we're gonna be innovating and doing something different, There are days we're going to doubt ourselves. There are days we're going to get knocked on our ass.
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Chapter 2: How can vulnerability strengthen relationships?
The point is they learned it. Well, we have to teach leadership so that leaders can create environments in which all of us can work to our natural best. We teach leadership as if it were a finite game. People start business with the goal of winning or being number one. And that's a problem because that's impossible. Let me give you a hypothetical example to make my point.
Two CEOs, the first CEO says, our number one priority is growth. And of course, our people are important because if we take care of our people, we will meet and exceed our financial goals. Second CEO says, our number one priority is our people. And if we take care of our people, we will always meet and exceed our financial goals. Which one would you rather work for? I mean, it's obvious, right?
It's obvious. So this is what it means to prioritize will over resources. Of course, money matters, but the people matter more. The United States Navy SEALs are perhaps the most elite warriors in the world. And One of the seals was asked, who makes it through the selection process? Who is able to become a seal? And his answer was, I can't tell you the kind of person that becomes a seal.
I can't tell you the kind of person that makes it through buds, but I can tell you the kind of people who don't become seals. He says the guys that show up with huge, bulging muscles covered in tattoos who want to prove to the world how tough they are, none of them make it through.
He said the preening leaders who like to delegate all their responsibility and never do anything themselves, none of them make it through. He said the star college athletes who've never really been tested to the core of their being, none of them make it through. He says some of the guys that make it through are skinny and scrawny.
He said some of the guys that make it through, you will see them shivering out of fear. He says, however, all the guys that make it through, when they find themselves physically spent, emotionally spent,
when they have nothing left to give physically or emotionally, somehow, some way, they are able to find the energy to dig down deep inside themselves, to find the energy to help the guy next to them. They become SEALs, he said. You want to be an elite warrior. It's not about how tough you are. It's not about how smart you are. It's not about how fast you are.
If you want to be an elite warrior, you better get really, really good at helping the person to the left of you and helping the person to the right of you. Because that's how people advance in the world. The world is too dangerous and the world is too difficult for you to think that you can do these things alone. If you find your spark, I commend you.
Now, who are you going to ask for help and when are you going to accept help when it's offered? Learn that skill. Learn by practicing helping each other. It'll be the single most valuable thing you ever learn in your entire life. To accept help when it's offered and to ask for it when you know that you can't do it.
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Chapter 3: What does it mean to lead with an infinite mindset?
The thinking of Milton Friedman, the 1970s economist, has really dominated business theory today. He theorized that the responsibility of business, this is his definition, the responsibility of business is to maximize profit within the bounds of the law. What about ethics? A pharmaceutical company that raises the price on essential drug 200%, 300%, 500%, 800%, it's not illegal.
It is unethical, right? It makes us uncomfortable, and yet the law is not broken. That's not a good enough standard to run a business. And it was his thinking that gave rise to the theory of shareholder supremacy, which was a theory proposed in the late 1970s
where we prioritize the wants, needs, and desires of a shareholder over the needs of the customer or the employee, which is like a coach who's trying to build a great team by doing what the fans want versus what the players need, right? That's basically shareholder supremacy. And as I said, it was just a theory proposed in late 1970 that was popularized during the boom years of the 80s and 90s.
Mass layoffs, where we use the livelihoods of human beings to meet arbitrary projections on an annualized basis at the end of the year, did not exist, did not exist as a standard business practice prior to the 1980s, did not exist. It was popularized during the 80s and 90s. And it's not for the people to prove to you that they're loyal, it's the other way around. Leaders set the tone.
And so it's because of this general business theory that we've seen a steady decline, a steady erosion of loyalty in the business world today. We don't want to work at a company for 20 or 30 years, mainly because we're not sure we could. We're not sure that the company actually cares to keep us around that long. And so we constantly have our eyes open and we're constantly scanning.
We come to work feeling uncomfortable that some of the decisions that are being made don't benefit the good of the employee. that it really benefits this artificial constituency that we call the shareholder, which is really just a bunch of institutional investors. There's this shareholder myth because there's been a steady decline of the middle class being involved in the stock market for years.
And the whole point of the stock market was that we all get to share in the wealth that we helped build because it's on the back of average Joe employees that produced the great wealth in the nation.
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Chapter 4: How can leaders prioritize people over profits?
And the whole point of the stock market, the genius of the modern day corporation, The genius of the public company was that we all get to share in the wealth that we're helping produce. Unfortunately, over the course of the 80s and 90s, we've seen systems produced where we're seeing the general population, the middle class, actually be less included in that success. Sometimes you're the problem.
We've seen this happen all too recently with our new men of science and empirical studiers and these men of finance who are smarter than the rest of us until the thing collapsed. And they blamed everything else except themselves. And my point is, is take accountability for your actions.
You can take all the credit in the world for the things that you do right as long as you also take responsibility for the things you do wrong. It must be a balanced equation. You don't get it one way and not the other. You get to take credit when you also take accountability.