Category: Employee Development

Genius Life Lessons from Sylvester Stallone

Posted on by Emily Priddy

If you’ve ever felt like your limitations are holding you back in your career or struggle with feelings of inadequacy, we’ve got a recommendation that might just inspire you. Take 90 minutes and check out the newly released Netflix documentary “Sly” about the life and career of Hollywood legend Sylvester Stallone. It doesn’t matter if you’re a fan of 80s action movies or you’re a sucker for 90s nostalgia, Stallone’s story is one of triumph and staying true to your purpose. Honestly, it left many of us deeply moved.

Among the details revealed in the documentary is that the entire Rocky franchise came into existence because Stallone, who was often typecast as a “thug” with few lines, wrote the script for himself when he couldn’t land a leading role. He was even offered hefty sums of money not to play the part after his script was well-received. At every turn of his career, Stallone—admittedly a very complicated man—continually embraced both his weaknesses and his strengths as he created the life he wanted with unwavering determination. 

The film is brimming with valuable life lessons and insightful wisdom from Stallone. Stallone, much like us, firmly believes in the power of maintaining an optimistic mindset when it comes to achieving success. “I believe any success in life is made by going into an area with a blind, furious optimism,” he says.

Simultaneously, Stallone emphasizes the importance of embracing failures along the way. “Success is usually the culmination of controlling failure,” he astutely explains. In another poignant moment in the film, he shares his perspective on rejection, viewing it as a wake-up call rather than a signal to retreat. “I take rejection as someone blowing a bugle in my ear to wake me up and get me going,” he remarks.

For those who possess a passion or purpose, Stallone advises wholehearted dedication and obsession in its pursuit. “I am not the richest, smartest, or most talented person in the world,” he humbly acknowledges. “But I succeed because I keep going and going and going.”

Towards the end of the film, Stallone, at the age of 77, encapsulates his outlook by stating, “I’m in the hope business.” He firmly believes in happy endings, and so do we. If you’re seeking a boost of optimism and a reminder that you can overcome obstacles, we’d recommend watching “Sly.” And if you’re interested in discovering your own purpose, be sure to explore Simon’s insightful course titled Find Your WHY by clicking right here.

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At the Optimism Company, we teach the human skills you need to unlock your potential and inspire a brighter future. Click below to read about The Optimism Library— our extensive collection of class offerings.

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5 Signs Your Employer Wants You to Find Meaning in Your Work

Posted on by Emily Priddy

It’s no secret that one of the biggest culprits behind burnout and unhappiness in American corporate life is having a busy job that feels meaningless. Study after study over the years has shown that jobs lacking any sense of purpose not only leave people emotionally drained, but also make them feel anxious, disconnected, and downright bored. But here’s the interesting little spark of optimism: it seems like workers are taking matters into their own hands.

Back in 2017, a study published in the journal Frontiers in Psychology found that a lot of folks are willing to take a pay cut if it means they can have a job that brings them greater fulfillment. A year later, the Harvard Business Review reported that a whopping 9 out of 10 workers would gladly trade higher pay for work that gives them a stronger sense of purpose. (They even went as far as saying that “meaning is the new money.”) A recent McKinsey study found that 70% of employees consider work a defining factor in their personal sense of purpose, which in turn drives both commitment and performance. 

Simultaneously, more and more companies are actively promoting their higher purpose. For instance, Warby Parker isn’t just an eyeglasses maker. It’s a business built on the mission that everyone deserves the right to see and gives away millions of glasses to people who can’t afford them. Starbucks, beyond being a coffee company, says its true cause is “to nurture and inspire the human spirit—one person, one cup, and one neighborhood at a time.”

These observations got us thinking: Are enough companies genuinely making efforts to attract and retain talent by offering meaningful work? Is your organization genuinely committed to helping you find great meaning and purpose in your role? It is worth noting that researchers have identified a phenomenon known as “purpose-washing,” where companies make empty claims about individual, social, or environmental missions solely to enhance their reputations.

These questions really hit home for us at the Optimism Company because helping people uncover their purpose, or their “WHY,” and live lives driven by meaning is at the very heart of who we are. In fact, we’ve defined our purpose, or what we call our “Just Cause,” as follows: “We envision a world where the majority of people wake up each morning feeling inspired, safe wherever they are, and go to bed fulfilled by the work they do. And we believe that the best way to bring this world to life is by committing to build it together.”

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Now, if you’re committed to finding meaning in your work, we recently came across an interesting article by two professors from King’s College London who shared some tell-tale signs that your own organization is genuinely invested in helping you find purpose in your work. If you’re interested, you can read the full article here, but we found a few of their “green flags” particularly insightful, so we wanted to share them with you right here:

The Five Green Flags:

  • Your company actually puts resources into supporting the purpose.
  • The purpose is actively communicated to everyone in the organization, not just a select few.
  • The company provides data that demonstrates tangible impact related to the purpose.
  • The purpose isn’t solely focused on generating revenue.
  • It evolves and adapts based on key performance indicators (KPIs) and rewards.

Regarding the last point, the professors write, “Simply giving purpose-driven workers autonomy isn’t enough: performance indicators and reward systems must also reflect the efforts to bring about change, while also providing opportunities for you and your colleagues to voice and develop a shared vision.” If you’re curious about exploring your own purpose as a professional, you might find Simon’s process for finding your WHY quite helpful. You can read about it here.

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The Overlooked Skill That’s More Important Than Leadership

Posted on by Emily Priddy

Click here for Simon’s full conversation with Shane Battier in the latest episode of A Bit of Optimism.

Shane Battier may not be a name that resonates as loudly as some of basketball’s greatest icons, but he is one of the most successful players in NBA history. Battier was a huge star in college, securing the defensive player of the year title three times and leading Duke University to a national championship in 2001, while also earning national player of the year honors that same year. However, his NBA career took a different turn.

He transitioned from being a “star” to a humble “role player.”

But a clear pattern emerged as his career progressed. Regardless of which team he played for—the Memphis Grizzlies, the Houston Rockets, or the Miami Heat—Shane Battier’s teams kept winning. “Here we have a basketball mystery,” wrote author Michael Lewis, famous for his books The Blind Side, Moneyball, and Liar’s Poker, in The New York Times. “[Here] a player is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win.”

Lewis further explained, “Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often significantly, and his opponents get worse—often significantly.”

In this week’s episode of A Bit of Optimism, Simon discusses Battier’s unique skills and what the rest of us can learn from him. “Leadership is a well-understood and emphasized concept,” notes Simon, “while teammateship often goes unnoticed.”

Battier concurs, stating, “When I talk about teammateship, it doesn’t roll off the tongue easily. And that strikes me as odd because it’s a central aspect of our experiences as individuals, as workers, as family members, as members of a community, you name it. It’s what makes us human. So, I feel strongly about shedding light on how to be a great teammate. We may not consciously think about it every day, but it’s intertwined in everything we do.”

According to Battier, teammateship means consciously being a great teammate. It involves recognizing that being a team player is interconnected with all aspects of our lives, both professionally and personally. Teammateship goes beyond simply playing a role; it entails actively contributing to the team’s success, regardless of individual recognition.

Simon has often emphasized that in today’s world, we tend to overemphasize rugged individualism. We celebrate athletes, CEOs, and individuals who appear to have achieved greatness on their own. However, Battier’s perspective offers a necessary recalibration of this mindset. He argues that nothing significant is accomplished in isolation. Even those who seem to be solitary achievers rely on a network of support and collaboration

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Teaching teammateship may be even more valuable than teaching leadership. Leadership often entails unique sacrifices, but teammateship is a skill that everyone can cultivate. It involves prioritizing the team’s goals and success over personal recognition and ego.

The key insight here is that while leadership is important, teammateship is equally crucial. Simon highlights that “every individual, regardless of whether they hold a formal leadership position or not, must be a teammate in every moment of every day. You don’t get to choose whether you want to be a teammate or not; it’s a fundamental aspect of any collective endeavor.”

So, how can we cultivate better teammateship in our own lives, whether at work, in sports, or within our families? Here are a few key takeaways:

  1. Yes, Put the Team First: Always prioritize the team’s success over personal recognition. Be willing to take on any role that contributes to the collective goal.
  2. Support and Encourage: As Battier preaches, it’s important to be the voice of support and encouragement for your teammates. Lift each other up when faced with challenges.
  3. Set Ego Aside: Leave your ego behind. Teammateship is not about seeking the spotlight; it’s about helping others shine.
  4. Foster Inclusivity: Create an inclusive environment where everyone feels valued for their contributions, no matter how small they may seem.

Battier’s career and perspective on teammateship serve as a reminder that the path to long-term success often involves being an exceptional teammate. It’s not solely about being the star; it’s about helping the team collectively shine. So, as you pursue your goals and collaborate with others, remember the power of teammateship—a skill that can truly define your legacy.

If this lesson has inspired you, explore The Optimism Library for tools and tips on building impactful, more trusting teams.

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The One Question You Should Always Ask in Job Interviews

Posted on by Emily Priddy

We all know the stock interview questions that are almost guaranteed to come up in any job interview. Questions like “Where do you see yourself in five years?” “What do you think we can improve on as an organization?” and “Why do you believe you are the right fit for this role?” However, there is one question that hiring managers could easily avoid, as it can be seen as a waste of valuable time: “What’s your biggest weakness?”

While the intention behind this question is to be helpful, it more often than not leads to canned answers. As Simon explains, people tend to respond with the usual clichés like, “I’m a perfectionist.”

If you truly want to uncover a candidate’s weaknesses, there is a much more effective approach. Simon recently shared his go-to question during interviews on his podcast, A Bit of Optimism. He asks, “I hate surprises. Can you tell me something that might go wrong now so that I’m not surprised when it happens?” According to Simon, this question elicits incredible answers.

The beauty of this question is that it doesn’t put the candidate on the defensive. Instead, it focuses on the interviewer’s need for information and assistance. “I’m not making it about them,” explains Simon. “I’m making it about me. I’m asking them to help me.”

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Feedback from our fellow employees at The Optimism Company, who have been interviewed by Simon, confirms that the question works. One employee admitted to getting stressed and frustrated when having to give big presentations on short notice, while another revealed that she can be overly sensitive to critical feedback. “Simon asked me so many questions, but that’s the one that stuck with me the most vividly,” said one employee.

Simon explains that when we position the question as a way to seek help and support rather than evaluate and critique, candidates tend to be more authentic. Being aware of potential challenges upfront allows both the employer and the employee to navigate them more efficiently, fostering a smoother and more productive working relationship.

Ultimately, leadership is about understanding, guiding, and supporting. Are you ready to lead with more authenticity and clarity? Explore our vast collection of classes in The Optimism Library, all designed to mold you into a more adept leader.

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Start Any Presentation with Confidence: Simon’s Expert Tips and Tricks

Posted on by Rebekah Price

Knowing how to start a presentation is a critical skill when delivering a speech to any audience or any setting, whether it’s a boardroom, an auditorium, a classroom, or even a rehearsal dinner. Not only does a successful start help settle your nerves, but it also builds confidence. 

Surprisingly, over 70% of Americans fear public speaking more than death itself, as revealed by a study conducted by the National Institutes of Mental Health. This fear can be traced back to our evolutionary past, says The Harvard Business Review, where being watched triggered a survival instinct to avoid predators. However, with the right techniques and strategies, you can overcome this fear and engage your audience right from the beginning. By implementing effective opening techniques, you can capture attention, establish credibility, and set the tone for a memorable and impactful presentation.

With the guidance of Simon Sinek, we’ll share valuable tips on how to start a presentation the right way, instantly engaging your audience and winning them over. So, keep reading and get ready to shine!

And if you’re eager to learn everything about delivering an amazing presentation, including advanced storytelling techniques, practical exercises, and expert PowerPoint advice, don’t miss out on Simon’s bestselling course, The Art of Presenting. Click here to explore it further.

 

Tip One: Transform your nervousness into excitement

Simon emphasizes the significance of reframing our nervousness as excitement, and he is not alone in this belief. A study published in the Journal of Experimental Psychology demonstrates that shifting our mindset from “feeling anxious” to “feeling excited” can have a positive impact on our outlook, making us feel more optimistic, confident, and in control.

As Simon explains, the physiological symptoms of both emotions are nearly identical. It is our mindset and how we choose to interpret these physiological responses within ourselves that can make all the difference. By embracing the idea that you are excited rather than nervous, you can harness that energy in a positive way and captivate your audience right from the beginning.

A simple technique to employ is to look into the mirror and say aloud, “I’m excited!” This small action can go a long way in helping you start your presentation and get into the flow.

 

Tip Two: Always Start with WHY

If we had to guess, you’ve probably endured countless presentations that begin with the same old boring stuff. “Today, we’ll be discussing the KPIs…” Or, “Hello, my name is Bob, and I will be presenting a comprehensive overview of the quarterly sales data.”

But let’s break free from the monotony! Instead of following the crowd, let’s explore a more captivating approach to starting a presentation. So, how do you start a presentation in a way that truly engages your audience?

According to Simon, the key is to artfully incorporate your WHY. In his bestselling book, Start with WHY, Simon introduces the concept of the Golden Circle, which consists of three layers: your WHATs, your HOW, and your WHY. While all three are important, Simon emphasizes the significance of the WHY. Your WHY is the driving force behind your HOWs and WHATs. It’s your purpose, cause, or belief that sets you apart. (If you’re interested in discovering your WHY, check out our course here.)

By infusing your presentation with authenticity and purpose, you instantly grab the audience’s attention and create an emotional connection. In fact, one study published by Stanford University has shown that “the top 10% of authentic speakers were considered 1.3 times more trustworthy and 1.3 times more persuasive than the average communicator.”

So, let’s leave the mundane introductions behind and embrace the power of starting with your WHY. It’s time to captivate your audience from the very beginning and make your presentation truly memorable.

 

Tip Three: How to Choose a First Sentence 

According to Simon, there are several effective ways to start your presentation: with a question, a surprising fact, a bold statement, or by telling a story. These strategies instantly capture the audience’s curiosity and motivate them to pay attention, eagerly seeking answers throughout your presentation. So, how do you start a presentation in a way that truly captivates your audience?

Take, for example, author Susan Cain, who begins her TED Talk on the power of introverts with the line, “When I was nine years old, I went off to summer camp for the first time.” By launching into a personal story that illustrates a key point from her talk, she establishes a connection with the audience right from the start, as they can relate to the shared experience of summer camp.

When it comes to storytelling, specificity is key in capturing your audience’s investment in your message. In fact, a study conducted in 2009 revealed that emotionally engaging narratives inspire post-narrative actions. This means that if you can tell a story that resonates with your audience, they will not only remember your presentation better but also be more inclined to act upon your intended message.

So, when considering how to start a presentation, remember the power of a well-crafted question, a surprising fact, a bold statement, or a compelling story. These techniques will help you grab your audience’s attention and set the stage for a memorable and impactful presentation.

Tip Four: How to Start a Presentation the Wrong Way

You’re Using Jargon

To avoid alienating your audience, refrain from using jargon or technical terms that may not be universally understood. The key to effective communication is making your audience feel included and part of the conversation. Therefore, use familiar terms and take the time to explain any unfamiliar ones, ensuring that everyone feels engaged and included in your presentation.

You’re Memorizing Your Material

Memorization can hinder your ability to connect with your audience authentically and make you sound robotic. Instead, focus on deeply understanding the key concepts and ideas you want to convey, allowing for flexibility and natural conversation during your presentation. Studies have shown that being intimately familiar with your material, rather than relying on memorization, better prepares you to speak confidently and effectively.

You’re Relying Too Much on Your Slides

While slides are a common tool in presentations, it’s important not to rely on them as a crutch. Your visuals should support your message, but it’s your responsibility to deliver it effectively. Depending too heavily on slides can lead to failure if technical issues arise or if you forget necessary equipment. Being well-versed in your topic reduces the need to rely on slides to speak on your behalf.

You’re Expecting Perfection

Perfection is unattainable, and it’s important to remember that mistakes can happen to anyone, including yourself. Whether it’s a technical glitch or a momentary lapse, embrace the fact that we are all human and errors are a natural part of the process. As Simon can attest, nobody is immune to making mistakes.

Tip Five: How to Present Your First PowerPoint Slide

Using slides and visual aids can enhance your presentation, as 65% of individuals learn best visually. To make a strong first impression, create a visually appealing slide that provides a clear overview of your topic. Avoid clutter and excessive text, opting for graphics and key points that engage your audience. Remember, knowing how to start a presentation can be daunting, but with the right mindset and preparation, you can succeed. 

DO This: 

NOT This: 

 

Now It’s Time to Take Action!

If you’re eager to become a master presenter, there’s a whole world of skills and techniques waiting for you to explore. Dive deeper into the art of presenting by enrolling in The Art of Presenting with Simon course. This comprehensive program covers everything from preparation and storytelling to creating impactful slides. Embark on your journey towards delivering unforgettable presentations today!

For more on The Art of Presenting, click here.  

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Thrive Causemetics Founder Karissa Bodnar Reveals One Simple Thing Too Many Leaders Forget

Posted on by Emily Priddy

The $500 billion beauty industry may have no shortage of innovative leaders, but it’s hard to
believe that many can match the drive and vision of Karissa Bodnar, the 34-year-old CEO of Thrive Causemetics, a direct-to-consumer brand.

Raised on a farm in Washington, Bodnar spent much of her childhood with her nose in beauty
magazines and Bobbi Brown books. At the age of 18, she became a makeup artist at a local Sephora store. By the time she turned 20, she had secured a marketing assistant role at a
company later acquired by L’Oreal. However, a tragic event that altered her life’s course—a dear friend’s battle with a rare form of cancer—prompted her to establish Thrive Causemetics in 2015. The brand’s focus on vegan and clean beauty products, designed to be gentle on the
human immune system, became Bodnar’s mission.

In just five years, Thrive Causemetics was generating $150 million in annual revenue in an industry known for its fierce competition. Reflecting on this achievement, Bodnar admits that she is still coming to terms with it.

“I discovered my true purpose in the transformative power of beauty—whether it’s makeup, skincare, or hair care—and how it instills confidence in people,” Bodnar shares with Simon
in the latest episode of A Bit of Optimism.  “I firmly believe that confidence makes us unstoppable. But I never thought I would have founded a beauty company. The purpose behind Thrive Causemetics was so much bigger than anything I had thought of.” 

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Amid the rollercoaster journey of building a business, Bodnar emphasizes a fundamental
truth that she never loses sight of—a lesson that many leaders often overlook.

“I am the consumer,” she explains. “I work in the beauty industry because I freaking love makeup and skincare. I love it. And I’m a science nerd and I love how makeup makes people feel confident.”

It’s this passion for the product that empowers her to never compromise on quality for short-
term gains. “I’m constantly being told by different people in the industry, well, you could really improve your gross margin if you did X, or if you cut this ingredient,” she says. “And from my perspective, it’s like, ‘I am the consumer. I don’t want a subpar product. I want something that’s excellent.’”

After all, she explains, the world didn’t need another mascara. “We created something that
was truly differentiated,” she says. “My values are that you don’t need to test on animals or use animal products in your makeup for them to be effective. And I care about products being
kind to animals, to the earth, to humans, and to the people who are using them. And to me, if I’m putting my name and my time behind something, I need to really believe in it.”

To hear their entire conversation, check out the full interview by clicking right here. And if you’re feeling inspired to learn your own purpose at work, read up on Simon’s course, Find Your WHY, here.

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Leadership in the Infinite Game: Live Q&A Recap

Posted on by Rebekah Price

Recently, Simon hosted a Live Q&A across our social platforms to answer questions from people like you, and talk all things Infinite Game. Check out what he had to say below:

Questions and answers have been edited for length and clarity.  

Q: What is the Infinite Game?

Simon: In the mid-1980s, a philosopher and theologian by the name of Dr. James Carse defined two types of games: finite games and infinite games. A finite game has known players, fixed rules, and an agreed-upon objective. Infinite games have both known and unknown players, so you don’t necessarily know who all the players are and new players can join the game at any time. When we play with a finite mindset in an infinite game—meaning we play to win in a game that has no finish line—there are some very predictable and consistent outcomes. The major ones ones being the decline of trust, the decline of cooperation, and the decline of innovation. And if you look, a lot of the challenges that we’re facing in our world—both in business and in politics—are because too many of our leaders are playing with the wrong mindset for the game that they are in.

Q: What other companies have you noticed are playing with an infinite mindset since the book was published?

Simon: Some companies have actually been pretty public about this. Brian Chesky over at Airbnb has publicly said he wants to build an infinite company and be more infinite-minded; I love that. I’ve had conversations with some folks at Nike who said that they’re trying to be more infinite-minded. Walmart is trying to be more infinite-minded.

I think what’s happening is a lot of leaders that are coming in are recognizing that some of those leaders that came before them were so excessively finite-minded that they’ve actually done damage to the companies that they now lead. They have to change their mindsets to actually put their companies back on a longer path. I’m very proud that the little idea that Dr. Carse originated, and that I’ve been able to build upon, is really finding its momentum. 

Q: What do you do to teach kids about the Infinite Game?

Simon: There’s a great story that really captures what it means to live with an infinite mindset… There’s a young monk with a remarkable natural ability for horse riding. And everyone in the village says, “You’re so lucky.” And the monk says, “We’ll see.” And then one day he has an accident, falls off his horse, breaks his leg, and ruins his career. And everyone in the village says, ‘You’re so unlucky.” And the monk says, “We’ll see.” Then war breaks out, and all the young men are sent into battle, but he can’t go because of his busted leg. And everyone in the village says, “You’re so lucky.”

The point is good news, bad news, who knows? Everything bad that happens to us will end, and everything good that happens to us will end. As Maya Angelou said, “Every storm eventually runs out of rain.” But teaching kids about that little Chinese proverb is really, really helpful. 

Q: How do we teach an infinite mindset to Gen Z?

Simon: Well, we need to be teaching it to every generation, and frankly, it’s some of the older generations that struggle the most. It’s the Boomers that are the most finite-minded because that’s the Jack Welch generation, but I digress.  

The way we teach it is the way we teach anything, which is we talk about it, we talk about it, we talk about it. Read my book, read Dr. Carse’s book, talk about it yourself. The great thing about finite and infinite games is that you don’t need me to share these ideas. They’re so simple, understandable, and repeatable.

I think we also need to build it into our schools. Too many schools are finite-minded. We teach math and science, but we don’t teach mindset. We don’t teach how to manage stress, we don’t teach how to view the world. I think we need all of that in our curricula.

Q: How is AI affecting the Infinite Game?

Simon: If AI is used for constant improvement—so if we plug it into a system so that it’s constantly finding errors and mistakes that we can constantly improve something and never feel that the work is done—then I really like it, and I think AI is valuable. When we use AI to try to “win”, to figure out formulas even though there’s no such thing as winning, then I think it only exaggerates all the ills of a finite mindset. It’s like rank or power: is power and rank good or bad? Well, it depends what you’re doing when you achieve it. So I think it’s the application of the AI that I’m more nervous of, and I think it’s important that we know about these two different games so that we apply it in the right way.  

Q: How do we influence people we have no influence over? 

Simon: I get this question all the time. We can only take responsibility for ourselves, and so we have to be the leaders we wish we had. No number of anonymously sent books to our boss will change the way that they lead, unfortunately.

What does change is that we become the examples. And when we lead the way that we think leadership should, what you find is that morale is higher, performance is higher, and any open-minded senior leaders will look down and say “What are you doing?” Then we can tell them, but we’ve got to make the case first. Or, if they continue to ignore us, it’s okay because we’re building great teams that will eventually get promoted out or move to other companies and take all the lessons they learned from us. This is very much a part of the infinite mindset, which is accepting and learning that we may not see results in the short term, but if we keep acting true to our values and keep acting toward our vision, then eventually it starts to ripple. 

Q: What if I’m not a leader? 

Simon: Every one of us is a leader and a follower. The best leaders are the best followers. No matter how senior they get, they still believe they’re in service to something bigger. The pope, for example, is in service to something even bigger than himself. So, believe it or not, the best leaders are the best followers. And if you’re just part of the group, then that’s okay. But if you’re the one who says, “I’m gonna take care of the people in my group, if I’m gonna take care of the people on my team,” you’re a leader.

Good followership looks a lot like good leadership, which is care about the person to the left and care about the person to the right. And the weaker ones are taught gratitude and learn to push harder, and they are welcome back into the team. And so the really interesting thing is if you really choose to be just a part of the team and not actually work toward the team, weirdly you’ll find that the team organically pushes you to the sides to try to teach you a lesson, which is “come be a part of the team”. Because we care about the group, and everybody knows if you support the group, you live longer.  

Q: How can I bring The Infinite Game to my team and make it into an ongoing practice?  

Simon: What I have found if you want to bring new ideas to a team is start talking about them. Just say, “I heard this idea. Can I share it with everybody?” 

All of my ideas started off as conversations. All of my ideas start off as thoughts. Going out for lunch with friends or with teammates and I said, “Can I share with you an idea that I’ve had or have learned about or heard?”

It all goes back to the Law of Diffusion which tells us not to worry about converting people. Find the people who are more drawn to these early ideas. So when you talk to them, some people say, “You’re an idiot.” Okay, that’s fine. We don’t need to convince them. And some people say, “That’s cool! I love that. Where did you learn about that? I want to learn more about that.” And then you’ll start to build a  community of people around ideas. But talk about them—talk about them obsessively. When I have an idea or find an idea, I become obsessed with the idea, and it’s all I talk about for a while. 

Q: Why are Team-Building Programs so effective?

Simon: Whenever I would give a talk, invariably, someone would raise their hand and say, “Simon, it’s all fine and good what you talk about, but our company—we have no budget for leadership curriculum.” I talk about learning listening, about learning how to give effective confrontations and difficult conversations, all these great leadership skills—and people would always say, “We don’t have the budget for it,” or “Our company is too small,” or “My boss has no appetite for this.” And I’d always reply with the same answer, “Can you afford a book? Buy a book; start a Team-Building Program.” 

A Team-Building Program is one of the best ways to start a leadership curriculum without any formal budgets or any formal learning. One of the things we found is when people did start Team-Building Programs, is they sometimes got a little stuck. So what we did is we built a Team-Building Program where I ask the questions, and they come with guided discussions, and we really offer a way for you to go deep and have really good conversations. 

Explore the Infinite Game Team-Building Program here. 

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Q: How do I respond to leaders who have an infinite mindset in their policies but have rolled out increasingly finite measures of performance?

Simon: Well, then they don’t really have an infinite mindset. Every company seems to have a purpose statement on their website, but do they actually make decisions based on or to advance that purpose? And you’ll see that the angel is in the details. So if a leader talks a good game but doesn’t act a good game, then it’s just talk. It’s just marketing. No organization or leader is perfect. They can at least say, “We’re trying to figure this out. We’re struggling to figure this out. We’re open to ideas.” At least if they did that, I’d believe them. But if all their incentives and rewards are finite, then they’re working counterproductively, unfortunately. Again, they may, in their thoughts, be trying to do it and just not have communicated to the team.

Q: Are the recent mass layoffs the result of finite thinking or infinite thinking? 

Simon: The answer is that it depends. If the company is trying to just balance the books, finite thinking. We did see in some companies is they got a little too full of themselves during Covid when some companies and some industries were thriving, and they started to believe it was them.

Peloton, for example: right place, right time, and their business just boomed during Covid. They thought it was because they were geniuses. I’m sure they’re smart people, but they expanded too much, too quickly. Now as the market is leveling off and normalizing to pre-Covid standards, turns out it’s affecting their business. Now they’re having layoffs to correct that lack of humility.

But a lot of companies, unfortunately, are taking advantage of it to manage books. The simple answer is it depends, I hate to say it. You have to look at the leadership; you have to look at the circumstances. 

Q: What are the practical steps you personally take to keep an infinite mindset?  

Simon: Number one, advance a Just Cause. I talk obsessively about my Just Cause—I never make an assumption that people know it, even on my own team. I will say it all the time. So I’m reinforcing it for the team, but I’m also reinforcing it for myself. 

Build trusting teams, which is I work hard to embody and practice the things that I talk about. I’m on my own leadership journey. I make mistakes; I try to be open, honest, and accountable when I make those mistakes, but I’m the first to admit that I’m a student of leadership. That’s all I am; there’s no such thing as an expert. I work hard every day to try and build the teams that I know will advance that cause and help me be infinite-minded. 

The big one, which is actually the easiest one to implement is Worthy Rivals. I’m not trying to beat anyone. I’m not trying to outdo anyone. There are other people who do what I do; I’m not trying to sell more books than them. But I do admire some of them because they do some or many things better than me, and I want to learn from them because I’m always in a state of constant improvement. We also believe in partnering with some of the people that are our “competitors”. We’ve reached out to the CEOs of companies who literally sell similar products as us and we say, “Hey, can you teach us what you’re doing so we can get better at what we’re doing.”

Worthy Rivalry is the easiest place to start, and we will even talk about it with our team. If we have a new project we’re working on, we’ll tell someone, “Go Worthy Rival this.” In other words, find someone who’s really good at this, and let’s learn from them. 

Q: How do we build trust with new and old players as people are constantly coming in and out of the game? 

Simon: Think of it like making friends, which is we’re constantly meeting new people, we have our old friends with the deepest trust, but we have to be open to new people. It’s okay to have a little distance. It’s okay that you don’t have to share all your deepest, darkest secrets, but you want to make people feel welcome, and you want to give people the opportunity to be a part of the team. 

There’s a big misconception about leadership and team-building. is, I hear bad leaders say, “Prove to me why I should trust you.” No, that’s not how it works. You have to give trust, and the leader has to earn it back. When somebody joins the team, we’re the leaders because we’re the familiar ones, so we have to give some degree of trust and earn their trust—not the other way around. Their guard is going to be a lot higher than ours because they’re not part of the team when they feel individual and isolated. In other words, be nice. 

Q: How is a Just Cause different from company values?  

Simon: Company values, which should be immutable, are the mechanisms we use to help us manage our culture to advance our Just Cause. So, a Just Cause is a vision of the future. Our values are the edges on the sandbox to help guide our behavior. For example, one of the things that gets companies in trouble is when they believe in  “growth at all costs”. Our values manage that all costs part. We want to achieve our vision but not at all costs. The ends don’t justify the means; they both have to be honorable. 

Values are the edges on the sandbox we use to help us advance toward our Cause, and it’s those values that help us hire and work with people to know that we can get along and trust each other. 

Q: How can I join your Just Cause? 

Simon: Thank you! First, let’s articulate what my Just Cause is. I believe in a world—I imagine a world—in which the vast majority of people wake up every single morning inspired, feel safe wherever they are, and end the day fulfilled by the work that they do.

I am fully aware that for us to actually build that world, it’s going to take an army of us. It’s going to take millions of us because we have to undo some of the practices from the past and change we’re building our companies, change the way in which we’re leading our governments, change the way in which we’re treating each other. 

As Thomas Edison said, “Vision without execution is hallucination.” And so the best thing you can do is be the leader you wish you had. The best thing you can do is embrace some of the ideas I’ve talked about in Start with WHY or Leaders Eat Last or The Infinite Game. The best thing you can do to be a part of the movement is to be a physical example of the principles I talk and write about. 

Watch the full replay:

Instructor Spotlight: Joseph Kim

Posted on by Rebekah Price

We believe the best way to build this world is to commit to building it together, and we’re so grateful for the contributions of our instructors. Without them, we wouldn’t be able to accomplish what we do.

If you’re interested in learning more about us, we’d like to introduce you to Joseph Kim—one of Simon’s Master Trainers!

Simon’s Master Trainers are instructors who specialize in presenting and teaching Simon’s content: Check out our live online classes like Start with WHY, Leaders Eat Last, Leading with an Infinite Mindset, and more. Or, to book them as a speaker for your next event, contact our Experiences Team.

Joseph Kim is passionate about empowering the next generation and believes that tomorrow can be better than today.  He has served as a communication and leadership keynote speaker, trainer, and facilitator for various organizations. Joseph is an alum of Harvard Business School and has a PhD in philosophy from Arizona State University. In his free time, he enjoys riding his motorcycle, playing electric guitar, and training Brazilian jiu-jitsu with his sons.

Read on to learn more about Joe!

How are you today?

Doing great!

What was it that moved you to your line of work?

I wanted to join the movement of inspiration! As I was inspired by the work of Simon and his team, I wanted to join my worthy rival Simon and work to inspire others as he had inspired me.

What do you specialize in?

I specialize in all of Simon’s content that we offer (Start with WHY series, Leaders Eat Last, and The Infinite Game). Before that I was a professor of business communication, with a research specialty in non-verbal communication.

What is one thing from your teachings that you wish everybody would learn/know?

That the choices we make now can impact not only our own future but impact the next generation. It’s amazing how one moment of inspiration can impact the trajectory of someone’s future. I remember when I first heard Simon’s Start with WHY talk on YouTube many years ago, and here I am today.

What is your favorite saying/bit of advice?

There is an ancient saying that says, “We have this treasure in jars of clay.” I love this so much! It shows that there is so much power and value in ordinary things in our lives, and though it may look ordinary we can uncover it to reveal something much much more. I feel like this is true of finding your why or other things we do. It seems so ordinary, but once we find our WHY and can articulate it, we find that everything we do changes.

What is something that will always brighten your day?

Guacamole. I live in Seoul and it’s not easy to make guacamole. I know just a few good places that offer good guacamole in Seoul and everyone is happier once they’ve had good guacamole.

Is there anywhere else we can follow you?

Yes you can find me on LinkedIn here:

Connect with Joe

How are you today?

Doing great!

What was it that moved you to your line of work?

I wanted to join the movement of inspiration! As I was inspired by the work of Simon and his team, I wanted to join my worthy rival Simon and work to inspire others as he had inspired me.

What do you specialize in?

I specialize in all of Simon’s content that we offer. (Start with WHY series, Leaders Eat Last, and The Infinite Game.) Before that, I was a professor of business communication, with a research specialty in non-verbal communication.

What is one thing from your teachings that you wish everybody would learn/know?

That the choices we make now can impact not only our own future but impact the next generation. It’s amazing how one moment of inspiration can impact the trajectory of someone’s future. I remember when I first heard Simon’s Start with Why talk on youtube many years ago, and here I am today.

What is your favorite saying/bit of advice?

There is an ancient saying that says “we have this treasure in jars of clay.” I love this so much! It shows that there is so much power and value in ordinary things in our lives, and though it may look ordinary we can uncover it to reveal something much much more. I feel like this is true of finding your why or other things we do. It seems so ordinary, but once we find our why and can articulate it we find that everything we do changes.

What is something that will always brighten your day?

Guacamole. I live in Seoul and it’s not easy to make guacamole. I know just a few good places that offer good guacamole in Seoul and everyone is happier once they’ve had good guacamole.

Is there anywhere else we can follow you?

Yes, you can find me on LinkedIn here.

If you have a story about someone you know inspiring people to help others or how Simon’s work has inspired you, send it to us at [email protected], and we might share it here!

New in The Optimism Library: April 2023

Posted on by Rebekah Price

Samantha Clarke‘s class “The Great Resignation and Retaining Talent” is a timely and insightful examination of the current state of the workforce and how businesses can retain their top talent. Sam is a happiness consultant, with multiple classes in the Optimism Library. For more offerings from Samantha Clarke, click here. 

Enroll in The Optimism Library

Even today, the effects of the Great Resignation are still being felt by many companies across all kinds of industries.

The pandemic accelerated a growing trend of a large number of employees quitting their jobs in search of better opportunities, better work-life balance, and more fulfilling careers. Even though the pandemic is slowly subsiding in parts of the world, the labor market continues to be tight—and the competition for top talent remains fierce.

One of the most significant impacts of the Great Resignation is the increased pressure on companies to retain their top performers. Companies that fail to prioritize employee well-being, professional development, and meaningful work risk losing their talented employees. In response, many companies are taking steps to improve their work culture and create more flexible arrangements that align with their employees’ needs and preferences.

The newest addition to The Optimism Library is here to help.

This class is perfect for anyone looking to create a positive work culture that values and prioritizes employee well-being and communication. You’ll come away with a better understanding of how to keep top talent engaged while also attracting new employees who share common values.

The Great Resignation continues to be a significant challenge for companies. Those that adapt to the changing dynamics will be better positioned to thrive in the post-pandemic world.

Enroll in The Optimism Library

Looking for an easy way to grow your human skills and help your team thrive?

 The Optimism Library is an ever-growing collection of recordings from our very best live online classes. Everything is available online, so your whole team can learn at their own speed and convenience. Our goal in creating this product was to provide an easy, affordable, and flexible way to learn.

With over 40 classes in The Optimism Library, the content covers a wide range of topics, including communication, leadership, productivity, mental health, and mindfulness. And the best part? New content is added every month, so the Library grows alongside you.

Curiosity is essential
                for progress.
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We fully agree, so we like to reward curiosity.
Use code GETCURIOUS for 20% off your next purchase.

A spark is something quite small and, by itself, not very powerful. But a spark has the ability to ignite. An idea is like a spark; alone it is just a set of words, but it too can ignite. A great idea can inspire others to dream bigger. Let us all work together to ignite something greater than ourselves.

Let us all be a Spark of Optimism.