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121 " The courage to see the Infinite Game—to see the purpose of business as something more heroic than simply making money, even if it’s unpopular with the finite players around us—is hard. True Courage to Lead holds the company and its leadership to a much higher standard than simply acting within the bounds of the law. Only when organizations operate on a higher level than federal, state and local laws can we say they have integrity. Which, incidentally, is the actual definition of integrity—firm adherence to a code of especially moral or artistic values: incorruptibility. Indeed, the pursuit of a Just Cause is a path of integrity. It means that words and actions must align. It also means that there will be times when leadership must choose to ignore all the voices calling for the company to serve the interests of those who don’t necessarily believe in the Cause at all. "
― Simon Sinek , The Infinite Game
122 " Como he mencionado anteriormente, los líderes no son, por definición, responsables de los resultados, sino que son responsables de las personas que son responsables de los resultados "
123 " Nada ni nadie puede rendir al 100% siempre. Si no podemos ser sinceros los unos con los otros ni confiar en que los demás nos ayuden durante las partes complicadas del camino, no llegaremos muy lejos. "
124 " Los líderes con una mentalidad finita suelen confundir tener un producto de éxito con tener una empresa fuerte. "
125 " Los líderes toman decisiones que les benefician a ellos antes que a las personas que tienen a su cargo. Los comerciales se aseguran de hacer lo que haga falta para lograr la venta y ganar su incentivo, al margen de lo que necesite el cliente. "
126 " Imagine if instead of fighting against poverty, for example, we fought for the right of every human to provide for their own family. "
127 " After the Apple executives left Xerox PARC, Jobs shared his idea. Apple had to change the course they were on. They had to invest in GUI. One of the executives, attempting to be a voice of reason, spoke up. “We can’t,” he said. He reminded Jobs that Apple had already invested millions of dollars and countless man-hours on an entirely different direction. Abandoning that work to ostensibly build a new product from scratch would add significant strain on the company. According to Apple folklore, the executive went on to say: “Steve, if we invest in this, we will blow up our own company.” To which Jobs replied, “Better we should blow it up than someone else. "
128 " los líderes no son responsables de los resultados, sino de las personas que son responsables de los resultados. "
129 " Casualmente, esa es la definición real de integridad: la adherencia firme a un código de valores especialmente morales o artísticos: incorruptibilidad. De "
130 " As convenient as the pencil,” said the advertising. “You press the button, we do the rest.” That pretty much summed up George Eastman’s vision when his company, Eastman Kodak, introduced the first cameras ever to be sold to the general public. "
131 " If someone’s performance is struggling or if they are acting in a way that is negatively impacting team dynamics, the primary question a leader needs to ask is, “Are they coachable?” Our goal, as leaders, is to ensure that our people have the skills—technical skills, human skills or leadership skills—so that they are equipped to work to their natural best and be a valuable asset to the team. "
132 " To empower every person and every organization on the planet to achieve more. "
133 " Los grandes líderes son los que piensan más allá del «corto» frente al «largo plazo». Son los que saben que el quid de la cuestión no es el próximo trimestre ni las próximas elecciones, sino la próxima generación. Los grandes líderes crean organizaciones que tengan éxito cuando ellos ya no estén en este mundo y, cuando lo hacen, las ventajas (para nosotros, para los negocios e incluso para los accionistas) son extraordinarias. "
134 " be highlighted and help can be offered and received. In short, an environment in which people feel safe among their own. This is the responsibility of a leader. This is what Rick Fox did. He built a high-performing team by creating an environment in which his crew "
135 " Organizations will also find themselves at a crossroads when their leaders start to believe their own myths—that the success the company enjoyed under their leadership was a result of their genius rather than the genius of their people, who were inspired by the Cause they were leading. These leaders too often fixate on advancing their own fame, fortunes, glory and legacies at the expense of the company and its Cause. Management becomes disconnected from the people and trust breaks down. And when performance necessarily starts to suffer as a result, these same leaders are quicker to blame others than to look at what set the company on the new path in the first place. In order to “fix” the problem, their faith in the people is replaced with faith in the process. The company becomes more rigid and decision-making powers are often taken away from the front lines. It can’t be a good thing when the captain of the ship, who is supposed to be on deck navigating toward the horizon, is now in the ship tinkering with the engine trying to make it go faster. "
136 " Moon shots are bold, inspiring finite goals within the Infinite Game, not instead of the Infinite Game. "
137 " Existential Flexibility is the capacity to initiate an extreme disruption to a business model or strategic course in order to more effectively advance a Just Cause. "
138 " Money is the fuel to advance a Cause, it is not a Cause itself. The reason to grow is so that we have more fuel to advance the Cause. Just as we don’t buy a car simply so we can buy more gas, so too must companies offer more value than their ability to make money. A company, like a car, is more valuable to all constituents when it takes us somewhere to which we would otherwise be unable to go. That place we envision going to is the Just Cause. "
139 " «Creo que una de las razones36 por las que muchos CFO son ascendidos a CEO es que el CFO es uno de los pocos cargos que ven la empresa en su totalidad. Todo lo que pasa dentro de la empresa… Ellos comprenden los procesos dentro de la empresa y el marco temporal para que se produzcan dichos procesos… Ven cómo contrata Recursos Humanos… Ven cómo una planta de producción va a introducir equipo nuevo… Comprenden los sistemas de control de calidad del negocio… Ven toda la empresa, y eso supone una ventaja.» La declaración del señor Dinkins tiene sentido si buscamos líderes tácticos, de mentalidad finita. Pero no si lo que necesitamos es un CVO. Un CVO no es un trabajo de operaciones ni de finanzas. Un CVO se centra en lo de arriba y lo de afuera, mientras que un CFO y un COO observan lo que está abajo y adentro. Uno implica mirar el horizonte infinito, y el otro, fijarse en el plan de negocio. Uno imagina el futuro lejano y abstracto. El otro ve los pasos que hay que hacer en el corto plazo tangible. "
140 " finite games are seductive; they can be fun and exciting and sometimes even addictive. Just like gambling, every win, every goal hit releases a shot of dopamine in our bodies, encouraging us to play the same way again. To try to win again. We must be strong to resist that urge. "