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Simon Sinek - Leading with an Infinite Mindset

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The most important thing to remember about covid is that everyone will suffer the trauma of covid. Some, a lot at the beginning. Some it'll come later. When covid first struck, a lot of leaders when into-- mission mode. And they actually weren't dealing with the trauma because they were so focused on reinventing their companies. and the energy was actually quite high. And I called a friend of mine whose active duty in the military. And we had a discussion about compartmentalizing emotions. He gave me a very stern warning. He said, you can't compare and compartmentalizing your emotions. He says, we can only do it for a short period of time. Maybe when we're in a combat situation. Which you're going to deal with the trauma at some point. And I asked him, when do you deal with the trauma of combat? He says it's usually four or five months after he gets home. Wow. So sure enough I called all of my HI personality friends who are all in mission mode. And I gave them all the warning, that we haven't escaped this and we're not compartmentalizing it. And to warn all of our team members and family that it might come months later when they're will feeling fine. Or maybe when covid is over we might get struck. And we made a deal to call each other. And sure enough four-five months later almost on cue, I started to feel off my game. I didn't know what was going on. And so I called the same friend and I asked no leading questions. I said can you tell me some of the symptoms when you get back from combat four or five months later? He says, he falls out of his sleep cycle. He said, he said he starts going to bed really late and doesn't want to get out of bed in the morning. And I was like, check, he says he has an unproductive day. And he sort of gives himself an excuse and says that's okay, you need a break. But then he has another and another. I thought check. And then he said, he doesn't want to talk anybody. He becomes antisocial, doesn't ask for help, doesn't want to talk to people. I went check. And I realized I was suffering the trauma of covid. And I was afraid to call it depression for fear that I was some sort of a weakness or diagnosis. But the reality was I was depressed. It was my turn. And so one of things I did was, I told my team. I said I'm going through it and here's what I'm experiencing. And I was pretty public about it, and called friends for help. And even videoed some of those calls so I could share them with people. Because I wanted my team to know that this is something that every single person has to go through. And the only way to get through it is to ask for help. No one is strong enough to get through this alone. And I think leaders have to have to sure that tenderness. To have a little empathy. You know, recognize that we all struggle with the trauma of covid differently. Some will all come at once, and then it'll be fine. Some it will come and go. Plus it's being dragged on and there seems to be a new pressures almost weekly. And we thought we would be out of the woods by now and we're not. So you know, school, and elections, and social unrest is all these things happening that are adding to the stress. And we have to remember that being apart from each other, makes it more difficult to deal with stress. And so it's important you know-- you have human interaction at work. When we walk into meetings and walk out of meetings. And to meet someone for lunch. And stroll into some of the office and sit down and just say, Can I just talk to you for a minute? And all of that's gone. And so, we actually have to force it to happen. I'm a great believer in the daily or, especially weekly huddle. Where the team comes together, and simply shares what's on their heart and mind Monday morning. Not a conversation about work, or goals, or deadlines. Just a human phone call, what's on your heart and mind. Everyone gets a couple minutes. Picking up the phone, rather than videoconference, just checking in on people. Checking in on each other. And this goes up the chain of command as well. You know, if we see that somebody we work for is off their game, to call them and say, hey are you okay? If someone's performance is in decline, don't assume that they are the problem. Assume that they're struggling with the problem, and and we can help. And so we we need to be more human now than ever. Social media--managing our social media. You know delete Instagram for a few weeks, literally take the app your computer. Or take the app off your phone I mean. For a while, give yourself a break. Maybe turn off the news for a few days. And most important, call friends, ask for help, check in on people, make sure they're okay. It's a very human experience and it's something that we have to do with each other, and for each other. People are not machines. And they are not a towel that we ring out. The question is how do we help people work to their natural best. How do we create an environment, somebody can work to their natural best. We sometimes help means--helping them manage stress as well, or forcing them to take a break sometimes. That's part of it as well. But it really is those good old-fashioned leadership practices, I hate to say. I'm going to sound like a broken record. Performance, obviously every plan went sideways. Every budget went sideways. And so we're all kind of in a game of survival right now. Which ultimately is what the end of the game is always about. Whether the times are difficult or the times are--bullish. It's always a game of survival. And I think we forget that, you know. We think because we hit some goal at the end of the year, we won. Or because we outperformed our competitor, we won. No, you didn't. You're just ahead. And I think recognizing that we can prepare for these things is important all the time. The best companies don't give away all their cash in a good year. They save it in case there's a rainy day. And then we're better prepared for this, let's be honest. We need to start thinking of business more like a lifestyle. It's more like trying to be healthy. If you want to be healthy, there's a few things you have to do. If you eat well, you have to exercise, you have to get sleep. Nourish your personal relationships, probably 30-40 other things. You can't do all of those things perfectly all the time, kind of like a business. We know what the fundamentals of running a good business are. And it's hard to do all those things well, all the time. But we try manage them all. And we set goals which is fine. The Internet game is not the absence of finite games, it's the context. So for example you can have the goal of-- I want to lose X amount of weight by X date. Great you love metrics, we look counting the metrics, we love standing on the scale every day. Sometimes we have a good day. Sometimes we have a bad day. It motivates us, right. Our metrics help motivate. And if we hit our goal, we're all ecstatic. But the problem is-- the game is not over. You have to keep exercising for the rest of your life. But congratulations, you hit your annual goal. But business continues. Like the games not over. But here's the more interesting question. What happens if you miss the goal? You know what happens? Nothing. Nothing happens. Because the goal was arbitrary. We picked a random number at the beginning of the year. And we picked a random date. Which is the end of the year, usually when we pay taxes, right. And then we try to work towards that goal. And if we again go back to the analogy of health. I'm healthier now than I was when I started I just missed the goal that I-- predicted. And the important thing is not to look just at the absolute of that day, but how well are we doing. What's the trend? And you'll see I'll hit my goal in 13 or 14 months. So that's good. And we have to remember, you know, goals should be adjustable. It should be a dial, rather than absolute. It's perfectly good to have goals. But again, it's about how fast and how far. For example, a retail operation that has a bold goalie. They want to open 200 stores this year. Fantastic. But the problem is, is they're not equipped to hire the right people or train the right people. And so they're opening stores too fast. Because they're simply motivated by the goal. And they have 200 stores that they're going to need to fix now, for the next five years. Because the performance will be so bad. Instead to say, hey hey let's dial this down. Let's open 20 stores, hire the right people, train the right people. Get those processes built and we can speed it up again next year. And so, we have to--we want to build a healthy company. And a resilient company not just a fast-growing company. Again, speed and distance. And I think we need to think of business more like a lifestyle, rather than a race. But the goals that we aim to hit, are to advance something bigger than ourselves. And these goals are important because they help advance an ideal. They help advance a movement. That's why it matters. Think of it like a car. You know, the company is the car. And a car doesn't exist simply to buy fuel. The money-- fuel is money. We need money to make the car go. But there has to be a destination. We don't simply buy fuel just to drive in circles. That's unfortunately how most companies exist. Growth. Which just means driving fast down the road to where you don't know where you're going. But vision, cause. Is the place we're trying to take our car. So we want a well-built car. Which is the culture, and we want fuel to drive us there. But--and so it's this like hunky-dory like hippie commune. Where we have the most beautiful car. Because if we have no fuel for our beautiful car, we're not going anywhere. Which is just as useless. And striking the right balance of will and resources, it's not just about money. But money is absolutely important. But the point is is the money is the fuel to take us somewhere, and that somewhere is our vision of our cause.

Video Details

Duration: 9 minutes and 37 seconds
Language: English
License: Dotsub - Standard License
Genre: None
Views: 10
Posted by: wobi on Apr 7, 2021

Simon Sinek - Leading with an Infinite Mindset

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