START WITH WHY - Simon Sinek Motivational Speech

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Motivation Daily by Motiversity 18 min 2 speakers 4 chapters transcribed 4 months ago

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What is the purpose of the 'Start With Why' motivational speech?

Unknown 0:00

Hello, listeners. Motiversity is excited to share that we have launched a new podcast called Morning Motivation by Motiversity. If you are looking to start your day with positivity and the most uplifting motivational audio, this is the show for you. For today's episode of Motivation Daily by Motiversity Podcast, we are sharing a recent episode from the Morning Motivation Podcast. If you like it, go follow the show. New episodes are being released every week. The link is in the description.

Simon Sinek 0:39

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.

Simon Sinek 1:27

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.

Simon Sinek 2:11

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,

Simon Sinek 2:59

There are days we're going to doubt ourselves. There are days we're going to get knocked on our ass. There are days that storms are going to rise. And we have to have people who say, I got your back. You need to do this. There's no such thing as winning global politics. And there's definitely no such thing as winning business. Business is an infinite game. And yet, when we listen to the language of too many leaders, they talk about being number one, being the best, and beating their competition. Based on what? There's no agreed upon objectives. There's no agreed upon timeframes. And so what ends up happening is you have people building organizations and leading with a finite mindset, playing to win in a game where there's no such thing as winning.

Simon Sinek 3:41

Leadership is not about being in charge. It's about taking care of those in our charge. And the very responsibility of a leader is not to drive performance. Leaders are not responsible for the results. Leaders are responsible for the people who are responsible for the results. And the problem is, is we don't teach people how to lead. When you're very, very junior, we give people tons of training how to do their jobs.