Can you win a game with no end?

Simon Sinek’s latest book, The Infinite Game, provides another challenge to the status quo for leaders. Always thought-provoking, different, and inspiring, Simon Sinek asks leaders in business a fundamental question: What game are you playing?

Sinek describes how many corporate leaders judge their success based on how they win or lose at the game of business. Sinek though, says that business is not a win-able game because there is no end. He argues that business and service are, in fact, infinite.
Sinek reviews lessons from several successful businesses who are loyal to their “just cause,” a mission statement with a few extra parameters, in order to further prove his point. One example he gives is CVS’ decision to no longer sell cigarettes in their stores as part of their commitment to enriching community health.InfiniteGame

One aspect of the book I really enjoyed was the inclusion of real life examples of how to lead in an infinite game. Sinek features leaders who rally for a cause, instead of simply trying to beat a competing organization. He gives examples of training leaders from the US Marine Corps Officer Candidate School. He discusses the Shell URSA oil rig as an example of a team that needed to establish psychological safety in order to ensure physical and environmental safety. He uses the Four Seasons Las Vegas as an example of an organization where leaders care for the employees, which leads to incredible customer service (Incidentally, this example about an associate named Noah, was my favorite part of the book).

Sinek writes much about the role of a CEO in an organization playing the “Infinite game,” suggesting that the CEO should really function more as a Chief Vision Officer or CVO.

Few authors are able to write with as much strong conviction on leadership topics as Simon Sinek. He is very critical of finite-minded CEOs, which in the book include Jack Welch (Former GE CEO) and Steve Ballmer (Former Microsoft CEO).

But the real magic of Sinek is his ability to illustrate that businesses that practice long-term thinking around a “just cause” benefit both the business itself and the broader community. For example, in the CVS example of ending the sale of cigarettes at their stores, he explained how the company’s stock price went down for only a matter of days, only to shoot back up even higher than it had been performing.

I agree with most of what Simon Sinek writes about and try to put his ideas into my own leadership practice. Whenever I have the opportunity to work with a team, I always stress the need for a clear vision that can be understood across the organization and for psychological safety to develop high-functioning teams. Like Sinek’s other books, this is the next in an excellent series of required reading for modern leaders.

KEY TAKEAWAY: Simon Sinek’s latest book doesn’t disappoint. It illustrates how to lead in an organization pursing a just cause and and infinite mindset. Implementing the ideas should be simple and are imperative for most successful teams.


The Infinite Game is available for purchase on Amazon for $28.00 (does not include Prime discount)

The most important organization in the world

Welcome back to Leadership as a Practice. We took a brief hiatus for the holidays but are back with more exciting content for you to enhance your own leadership practice.

Part of the reason for the break is that my wife and I are expecting our first child this Spring and we had some planning to take care of. As our family grows, we did some deep thinking about what it means to become a family with a child.

Coincidentally, I have been listening to a new podcast called At the Table with Patrick Lencioni, and a recent episode was about how to create a strategy for the family, or as Lencioni describes it, the most important organization in the world. My wife listened to the podcast as well and we both decided to try creating a family strategy with core values, defining objectives, standard objectives, and a regular cadence of checking in on progress.

Lencioni3Together, we read Lencioni’s book, The 3 Big Questions for a Frantic Family, which describes the process families can use to develop their strategic plan. This past Saturday night, we went out to dinner with the book, a legal pad, and pen and mapped out our strategy. The book describes that this process should be fast and we found that to be true. With the prompts and descriptions from the book, we spent about 20 minutes discussing the strategy and 10 minutes refining it. After reading our strategy over several times, we felt comfortable with the product.

From there, Lencioni prescribes developing a “rallying cry” or your family’s short term goal (2-6 months). I have also heard this idea called the “burning platform” in business discussions. The “rallying cry” will be reached by accomplishing “defining objectives”. From there, you define “standard objectives” or the themes that are always important to the family (ex: Physical health). After all of that work, the family meets weekly for 10 minutes to do a stoplight score (green for on schedule, yellow for close, and red for off schedule), which helps prioritize goals for the upcoming week.

My wife and I have our first check-in meeting this week, so we decided that we wouldn’t share our strategy with Leadership as a Practice readers until later (but stay tuned).

At work, I’m a big advocate of the value of strategic planning as well as disciplined and intentional implementation of the plan. Applying it to our family was something that occurred to me but I couldn’t figure out how to implement it. Lencioni’s model has helped my family get focused and organized. Our strategy has already helped us make decisions that are aligned. It also serves as an excellent model for a quick strategic plan for a functional department at any business.

Do you lead with intention both at home and at work? If you have any stories about this topic, I would love to hear them. Please send them to me here.

KEY TAKEAWAY: Strategic planning is a valuable exercise to accomplish both professional and personal goals. Leaders can establish a plan quickly and implement it. What better place to start than at home?


The 3 Big Questions for a Frantic Family is available for purchase on Amazon for $24.95 (does not include Prime discount)

Your reputation precedes you

The bible tells the story of two brothers, Jacob and Esau. Their story sheds light on how we develop reputations. As Rabbi Mordechai Kamenetzky points out, both Jacob and Esau have their names changed in the story. Jacob’s name was changed to, “Israel” after outsmarting his uncle, Laban, fighting with his brother Esau, and battling an angel. For Esau the story is different. Esau’s name was changed as well to what is loosely translated as, “Blood-hungry Wild Man” simply for the way that he asked for some of his brother’s red lentil soup.

Rabbi Kamenetzky asks, “It is quite disconcerting. Each brother had a name change. But [Jacob] had to have his hip dislocated, he had to battle an angel. All [Esau] had to do was slurp some soup, and he acquired a demeaning name for eternity. Is that fair?”

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While it may not be fair, it is an important lesson in life, especially for leaders. It is much harder for a leader to positive a reputation than it is for them to earn a negative reputation. For example, I remember a colleague of mine once giving me some good advice: “In managing people, there are no throw away lines.” Lack of clarity can throw a team into chaos and this sentiment could one day evolve into a leader developing a reputation for being a bad communicator, for example.

The solution to managing our reputation is self-awareness and the ability to control our emotions. We do that first by being intentional about what we are trying to accomplish and what reputation we need to accomplish those goals. For example, as a leader, I feel that it is a regular part of my job to remind my team that I am a human-being and that I make mistakes. In being transparent, my goal is to help build a team culture where we give everyone the benefit of the doubt (this only applies for team members without performance issues – that’s a different topic) so problems come to the surface to be solved. At the same time, I need to balance this by being self-aware about over-sharing, which could cause undue stress to the team.

In contrast to self-awareness and emotion managing, some leaders have a reputation for being pushy, unreasonable, and generally challenging to work with. However, they develop a reputation that, in spite of their behavior, “they get things done,” which justifies keeping that person in a leadership role on the team. That reputation can hurt a leader in a role with transformational goals because the leader’s reputation is that they cause havoc among teams, but the ends justify the means. That kind of transactional reputation undermines the leader’s abilities to be successful in achieving transformational goals, as the culture will be inherently more resistant to any suggestion made by a bulldozing leader, as it would be seen as more hierarchical than transformational.

Regardless of the specific line of work, a leader’s reputation precedes them. People will always talk about the leader, and whether a leader can control it or not, he or she will always have a reputation. Even the bible tells us that it is easier to earn a negative reputation than a positive one. It is for this reasons that leaders must become self-aware and manage their emotions, so that they can manage many different situations without being burdened by a negative reputation.

KEY TAKEAWAY: If you are a leader, you already have a reputation. Is it a good one or a bad one? If you could be an invisible, “fly on the wall,” what would people say about you? How does that help or hurt you accomplish your goals?

Am I serving the group?

At work, I have been sharing with many teams lately about the concept of reflection as a reflex. The concept is about using what Viktor Frankl described in his book Man’s Search for Meaning as the space between stimulus and response. Stephen Covey also included this concept in The 7 Habits of Highly Effective People.

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At times in my career, I have found myself hesitating in meetings. Reflecting on it, I think I hesitate because of things like Automatic Negative Thoughts (ANTS), fear that what I say will sound obvious to the rest of the group, or that others in the room are smarter or more experienced than I am and I probably do not have anything of value to contribute. Is this something you struggle with too?

Over time, I have learned a quick “test” that has helped me and I hope will help you too.

Any time I hesitate to speak, I ask myself, “Will what I am about to say serve the group?”

This yes or no question gives me enough time to reflect without missing the germane part of the conversation and to make a decision on whether my comment will add value to the discussion. This question is also consistent with my personal definition of leadership and my desire to practice servant leadership. It gives me the confidence that even if my comment is controversial, it will be received in the right way because my motivation is service to the group.

I use this test in almost every meeting that I attend. It helps me to reflect in the moment and make sure that I am contributing at a high level. The test also keeps me centered. For example, the “test” prevents me from being too quiet or too dominant because my comments are always in pursuit of service to the group.

I hope you find value in this test as well and it helps you create better and more productive meetings.

KEY TAKEAWAY: Leaders can practice reflexion in most contexts, including meetings. Before you speak, simply asking yourself, “Will what I am about to say serve the group?” will give you the confidence to speak up and reflect the authenticity of your point of view.

 

Practice and preparation

Last week I wrote about the Washington Nationals historic run to win the World Series. Continuing on the sports theme this week, football can teach us a lot about the value of practice and preparation.

Unlike baseball’s grueling 162 game schedule, the NFL plays just 16 regular season games over 17 weeks in their season. Therefore most of the work of a football team is practice and preparation for each game. Coaches and players study film from previous games, practices, meet together, and strategize for their opponents, often around the clock.

Football coaches teach us about the value of organized practice and preparation, which we can apply to the practice of leadership. Over the summer, I read Belichick: The Making of the Greatest Football Coach of All Time by Ian O’Connor. Of the many excellent examples and anecdotes in the book, O’Connor wrote about a now famous play in the final minutes that helped the Patriots win Super Bowl XLIX (49) against the Seattle Seahawks.

In the play, Malcolm Butler intercepted Seattle quarterback Russell Wilson’s pass at the Patriots goal line. The Patriots coaches had the team run this play several times in practice, where Butler played it incorrectly. In the big game though, Butler got it right and helped seal the win for the Patriots. Here’s the story from the coaches:

(If you are having problems viewing the video, you can click here for it)

Practice and preparation can make a world of difference. At work, I have developed a couple of systems to aid in making sure I am prepared. For example, I always print out my calendar for the upcoming week. I highlight in the color blue all the scheduled events that require preparation. I put copies of the documents I need for those meetings in a folder whose front cover is my highlighted weekly agenda.

I know I feel the most confident in presentations that I have practiced and tested with different audiences. I will take bits and pieces of new ideas and test them out in smaller settings before adding them to larger presentations to make sure that they work with an audience. I will also practice the final presentation repeatedly (usually practicing in front of my patient wife, Sheryl) to feel confident that I know the order and timing of everything when the time for the big presentation arrives.

What are your systems for practice and preparation? I would like to hear more about them and include them in a future blog post. Please share them with me here.

KEY TAKEAWAY: The practice and preparation involved in football teaches lessons for leaders in business as well. Often times leaders develop systems to prepare and practice for opportunities ahead to stay at the top of their games.