Simon Sinek

Simon
Sinek
1973

English Author, Leadership Expert

Author Quotes

There are two kinds of experts: academic experts and practical experts. One is not better than the other, but they are very different, and each offers very different value.

Though we may have desires or bold goals, for whatever reason, most of us don't think we can achieve something beyond what we're qualified to achieve. Why, I ask, do we let reality interfere with our dreams?

There are two types of claims: those based on hard numbers and those based on slippery numbers.

TiVo and other digital recording devices have confounded advertisers. The ad industry sees the technology as a threat to their product.

There is a difference between giving directions and giving direction.

To be authentic is to be at peace with your imperfections. The great leaders are not the strongest, they are the ones who are honest about their weaknesses. The great leaders are not the smartest; they are the ones who admit how much they don?t know. The great leaders can?t do everything; they are the ones who look to others to help them. Great leaders don?t see themselves as great; they see themselves as human.

There is a difference between listening and waiting for your turn to speak.

To become an academic expert takes years of studying. Academic experts are experts in how and what others have done. They use case studies and observation to understand a subject.

There is a difference between vulnerability and telling people everything about yourself. Vulnerability is a feeling. Telling everyone about yourself is just facts and details.

To operate based on conviction and belief requires an acceptance that your actions could get you fired. This is different from pig-headed bravado, and it is different from putting the company at risk.

The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.

The role of leadership is to ensure the people inside your company feel so safe that they?re willing to sacrifice everything for each other and even the company knowing full well that the leader cares about them desperately.

The single best machine to measure trust is a human being. We haven't figured out a metric that works better than our own sort of, like, 'There's something fishy about you.'

The strong bond of friendship is not always a balanced equation; friendship is not always about giving and taking in equal shares. Instead, friendship is grounded in a feeling that you know exactly who will be there for you when you need something, no matter what or when.

The trick to balance is to not make sacrificing important things become the norm.

The lives we live are a bit of a straight-hair vs. curly-hair thing. We often want what we don't have. In reality, it's not about better or worse; it's just perception.

The more you inspire, the more people will inspire you.

The most basic human desire is to feel like you belong. Fitting in is important.

The most effective leaders are actually better at guarding against danger when they acknowledge it that it exists. Cowards, in contrast, cling to the hope that failure will never happen and may be sloppy in the face of danger - not because they don't acknowledge that it exists, but because they are just too afraid of it to look it in the eye.

The only time I waste is time I spend doing something that, in my gut, I know I shouldn't. If I choose to spend time playing video games or sleeping in, then it's time well spent, because I chose to do it. I did it for a reason - to relax, to decompress or to feel good, and that was what I wanted to do.

The quality of a leader cannot be judged by the answers he gives, but by the questions he asks.

The rank of office is not what makes someone a leader. Leadership is the choice to serve others with or without any formal rank.

The responsibility of leadership is not to come up with all the great ideas but to create an environment in which great ideas can happen.

The responsibility of the leader is to look after the sons and the daughters of the parents who have given us their children to help us build our companies with the same love and tenderness and care that their parents gave to them.

Spending too much time focused on others' strengths leaves us feeling weak. Focusing on our own strengths is what, in fact, makes us strong.

Author Picture
First Name
Simon
Last Name
Sinek
Birth Date
1973
Bio

English Author, Leadership Expert