Latest / Motivation study / HOW TO MAKE AN IMPACT - One of the Best Speeches EVER For Young People _ Simon Sinek

Transcript

HOW TO MAKE AN IMPACT - One of the Best Speeches EVER For Young People _ Simon Sinek · Motivation study

• 0:00
  Speaker 1: Everything you want, you can have instantaneously. Everything you want,
• 0:04
  Speaker 1: instant gratification. Except job satisfaction and strength of relationships. There
• 0:10
  Speaker 1: ain't no app for that. They are slow, meandering, uncomfortable,
• 0:15
  Speaker 1: messy processes. And so I keep meeting these wonderful, fantastic, idealistic, hardworking,
• 0:21
  Speaker 1: smart kids. They've just graduated school. They're in their entry-level job.
• 0:25
  Speaker 1: I sit down with them and I go, how's it going?
• 0:26
  Speaker 1: They go, I think I'm going to quit. I'm like, why?
• 0:29
  Speaker 2: Why?
• 0:30
  Speaker 1: They're like, I'm not making an impact. I'm like, you've
• 0:33
  Speaker 1: been here eight months. It's as if they're standing at
• 0:35
  Speaker 1: the foot of a mountain. And they have this abstract
• 0:37
  Speaker 1: concept called impact that they want to have in the world,
• 0:40
  Speaker 1: which is the summit. What they don't see is the mountain.
• 0:43
  Speaker 1: I don't care if you go up the mountain quickly
• 0:45
  Speaker 1: or slowly, but there's still a mountain. And so what
• 0:48
  Speaker 1: this young generation needs to learn is patience. That some
• 0:51
  Speaker 1: things that really, really matter, like love or job fulfillment, joy,
• 0:59
  Speaker 1: Love of life, self-confidence, a skill set, any of these things,
• 1:03
  Speaker 1: all of these things take time. Sometimes you can expedite
• 1:07
  Speaker 1: pieces of it, but the overall journey is arduous and
• 1:12
  Speaker 1: long and difficult. And if you don't ask for help
• 1:15
  Speaker 1: and learn that skill set, you will fall off the mountain.
• 1:19
  Speaker 1: Do you love your wife?
• 1:21
  Speaker 2: Yes.
• 1:21
  Speaker 1: Right? Prove it. Like, what's the metric? Give me the
• 1:25
  Speaker 1: number that helps me know, right? Because when you met her,
• 1:28
  Speaker 1: you didn't love her. right? Now you love her, right?
• 1:33
  Speaker 1: Tell me the day the love happened. It's an impossible question, right?
• 1:38
  Speaker 1: But it's not that it doesn't exist. It's that it's
• 1:40
  Speaker 1: much easier to prove over time, right? So all leadership
• 1:45
  Speaker 1: is the same thing. It's about transitions. So if you
• 1:48
  Speaker 1: were to go to the gym, right? It's like exercise, right?
• 1:50
  Speaker 1: If you go to the gym and you work out
• 1:53
  Speaker 1: and you come back and you look in the mirror,
• 1:54
  Speaker 1: you will see nothing. And if you go to the
• 1:57
  Speaker 1: gym the next day and you come back and you
• 1:58
  Speaker 1: look in the mirror, you will see Nothing, right? So
• 2:04
  Speaker 1: clearly there's no results, can't be measured, it must not
• 2:07
  Speaker 1: be effective. So we quit, right? Or if you fundamentally
• 2:12
  Speaker 1: believe that this is the right course of action and
• 2:14
  Speaker 1: you stick with it, like in a relationship, I bought
• 2:17
  Speaker 1: her flowers and I wished her happy birthday and she
• 2:20
  Speaker 1: doesn't love me, clearly I'll give up. That's not what happens.
• 2:24
  Speaker 1: If you believe there's something there, you commit yourself to
• 2:27
  Speaker 1: an act of service. You commit yourself to the regime,
• 2:30
  Speaker 1: the exercise. You can screw it up. You can eat
• 2:33
  Speaker 1: chocolate cake one day. You can skip a day or two.
• 2:35
  Speaker 1: It allows for that. But if you stick with it consistently,
• 2:39
  Speaker 1: I'm not exactly sure what day, but I know you'll
• 2:43
  Speaker 1: start getting into shape. I know it. And the same
• 2:46
  Speaker 1: with the relationship. It's not about the events. It's not
• 2:48
  Speaker 1: about intensity. It's about consistency. You go to the dentist
• 2:53
  Speaker 1: twice a year, your teeth will fall out. You have
• 2:55
  Speaker 1: to brush your teeth every day for two minutes. What
• 2:57
  Speaker 1: does brushing your teeth twice a day for two minutes do? Nothing,
• 3:01
  Speaker 1: unless you do it every day, twice a day for
• 3:04
  Speaker 1: two minutes. It's the consistency. Going to the gym for
• 3:07
  Speaker 1: nine hours does not get you into shape. Working out
• 3:09
  Speaker 1: every day for 20 minutes gets you into shape. So
• 3:13
  Speaker 1: the problem is we treat leadership with intensity. We have
• 3:15
  Speaker 1: a two day off site, we invite a bunch of speakers,
• 3:17
  Speaker 1: we give everybody a certificate, you're a leader. Those things
• 3:23
  Speaker 1: are like going to the dentist. They're very important. They're
• 3:25
  Speaker 1: good for reminding us or getting us back on track,
• 3:27
  Speaker 1: learning new lessons. But it's the daily practice of all
• 3:30
  Speaker 1: the monotonous little boring things like brushing your teeth that
• 3:34
  Speaker 1: matter the most. She didn't fall in love with you
• 3:36
  Speaker 1: because you remembered her birthday and bought her flowers on
• 3:38
  Speaker 1: Valentine's Day. She fell in love with you because when
• 3:41
  Speaker 1: you woke up in the morning, you said good morning
• 3:43
  Speaker 1: to her before you checked your phone. She fell in
• 3:46
  Speaker 1: love with you because when you went to the fridge
• 3:48
  Speaker 1: to get yourself a drink, you got her one without
• 3:50
  Speaker 1: even asking. She fell in love with you because when
• 3:53
  Speaker 1: you had an amazing day at work and she came
• 3:55
  Speaker 1: home and she had a terrible day at work, you
• 3:57
  Speaker 1: didn't say, yeah, yeah, yeah, but let me tell you
• 3:59
  Speaker 1: about my day. You sat and listened to her awful
• 4:01
  Speaker 1: day and you didn't say a thing about your amazing day.
• 4:05
  Speaker 1: This is why she fell in love with you. I
• 4:07
  Speaker 1: can't tell you exactly what day and it was no
• 4:09
  Speaker 1: particular thing you did. It was the accumulation of all
• 4:12
  Speaker 1: of those little things that she woke up one day
• 4:15
  Speaker 1: and as if she pressed a button, she goes, I
• 4:18
  Speaker 1: love him. Leadership is exactly the same There's no event.
• 4:23
  Speaker 1: There's no thing I can tell you you have to
• 4:25
  Speaker 1: do that your people will trust you. It just doesn't
• 4:27
  Speaker 1: work that way. It's an accumulation of lots and lots
• 4:32
  Speaker 1: of little things that anyone by themselves is innocuous and useless. Literally,
• 4:37
  Speaker 1: pointless by themselves. People will look at little things that
• 4:39
  Speaker 1: are good leadership practices and say, that won't work. And
• 4:42
  Speaker 1: you're absolutely right. But if you do it consistently, and
• 4:45
  Speaker 1: you do it in combination with lots of other little things,
• 4:48
  Speaker 1: like saying good morning to someone, that looking them in
• 4:51
  Speaker 1: the eye. My friend George, who's a three-star general in
• 4:55
  Speaker 1: the Marine Corps, he says his test for leadership, and
• 4:58
  Speaker 1: I love this, he goes, his test for a good
• 4:59
  Speaker 1: leader is if you ask somebody how their day is going,
• 5:02
  Speaker 1: you actually care about the answer. The number of times
• 5:05
  Speaker 1: we're walking to a meeting, we're rushing, we go, how
• 5:07
  Speaker 1: are you? Not good, I gotta get to you later,
• 5:08
  Speaker 1: I'm late for a meeting. If you ask the question,
• 5:10
  Speaker 1: you are standing there and you are listening to the answer.
• 5:12
  Speaker 1: It's those little innocuous things that you do over and
• 5:16
  Speaker 1: over and over and over that people will say, I
• 5:21
  Speaker 1: love my job. Not I like my job. I like
• 5:25
  Speaker 1: my job means, yeah, the challenge is great, they pay
• 5:27
  Speaker 1: me well, I like the people. I love my job
• 5:29
  Speaker 1: means I don't want to work anywhere else. I don't
• 5:32
  Speaker 1: care how much somebody else is willing to pay me.
• 5:34
  Speaker 1: I'm devoted to the people here, and I care desperately
• 5:37
  Speaker 1: about the people here as if they were my family.
• 5:40
  Speaker 1: In business, we have colleagues and coworkers. In the military,
• 5:44
  Speaker 1: they have brothers and sisters. That's how they think of
• 5:47
  Speaker 1: each other, right? If you really have a strong corporate culture,
• 5:52
  Speaker 1: the people will think of each other like brothers and sisters.
• 5:55
  Speaker 1: It's like a family, right?
• 5:57
  Speaker 2: No.
• 5:57
  Speaker 1: Brothers and sisters. Deep love. Fight, but the love doesn't
• 6:03
  Speaker 1: go away. Bicker, the love doesn't go away. And I'll
• 6:07
  Speaker 1: fight with my sister, but if you threaten my sister,
• 6:08
  Speaker 1: you're going to have to deal with me. We'll fight internally.
• 6:12
  Speaker 1: We'll bicker with each other. But nobody's going to hurt
• 6:14
  Speaker 1: each other. And if anything from the outside shows up,
• 6:16
  Speaker 1: you're looking at a unified front. Brothers and sisters. Now,
• 6:20
  Speaker 1: how do you create brothers and sisters out of strangers?
• 6:24
  Speaker 1: Common beliefs, common values. You know, parents, in other words,
• 6:29
  Speaker 1: executives who care about their children's success, who care to
• 6:34
  Speaker 1: raise their children, teach them skills, discipline them when necessary,
• 6:37
  Speaker 1: help them build their self-confidence so that they can go
• 6:40
  Speaker 1: on and achieve something more than you could have ever
• 6:42
  Speaker 1: imagined achieving for yourself. That's leadership. and absolute love and
• 6:47
  Speaker 1: devotion for the people who've committed their lives to this enterprise.
• 6:52
  Speaker 2: That's such a brilliant reframe. It's so simple and so
• 6:58
  Speaker 2: beautiful and.
• 6:59
  Speaker 1: And unbelievably hard work.
• 7:02
  Speaker 2: It is and it isn't. Here's why it is.
• 7:07
  Speaker 1: You said it.
• 7:08
  Speaker 2: It's hard to measure, right? It's hard for me to show.
• 7:11
  Speaker 1: It's hard to measure in the short term. It's very
• 7:14
  Speaker 1: easy to measure in the long term. Over the long term,
• 7:17
  Speaker 1: the traditional metrics will go up. All your revenues, profits,
• 7:20
  Speaker 1: market share, the traditional metrics will go up, and more importantly,
• 7:23
  Speaker 1: they'll go up more stably. You will be able to
• 7:26
  Speaker 1: weather hard times better because the people will come together,
• 7:28
  Speaker 1: they won't abandon ship. Over the long term, the traditional
• 7:33
  Speaker 1: metrics are just fine. But also over the long term,
• 7:36
  Speaker 1: your churn will go down. You won't be going through
• 7:39
  Speaker 1: employees as much. Over the long term, you'll find that
• 7:42
  Speaker 1: loyalty is much higher, that people will turn down better
• 7:45
  Speaker 1: paying jobs. Right? Over the long term, all the traditional
• 7:48
  Speaker 1: metrics are just fine. And then some. It's only the
• 7:51
  Speaker 1: short term that it's hard to measure.
• 7:53
  Speaker 2: I'm going to say, though, there's something in between those two,
• 7:55
  Speaker 2: in the middle, to know. Because with working out, so
• 7:58
  Speaker 2: to use your analogy, if you had to go to
• 8:02
  Speaker 2: the gym for six months before you saw any sign
• 8:05
  Speaker 2: of change, no one would do it. Right? And there
• 8:07
  Speaker 2: are so many variables in working out. The number one
• 8:10
  Speaker 2: thing is to know who to listen to. The number
• 8:11
  Speaker 2: one thing is to know what to look for. Right?
• 8:13
  Speaker 1: So.
• 8:14
  Speaker 2: If you don't experience muscle fatigue, you're probably doing something different.
• 8:17
  Speaker 2: That's immediate, right? I know that the next day. If
• 8:19
  Speaker 2: you experience muscle fatigue and don't notice any change within
• 8:23
  Speaker 2: a few weeks, you're probably not eating right. So there
• 8:26
  Speaker 2: really are things that you can look at because you're
• 8:28
  Speaker 2: doing the damage to the muscle, but you're not giving
• 8:29
  Speaker 2: your body the nutrients that you need to actually build
• 8:31
  Speaker 2: the structure back up.
• 8:32
  Speaker 1: Well, that's still true.
• 8:32
  Speaker 2: So I'm sitting here thinking, can it really be as
• 8:35
  Speaker 2: simple as, like I have a growing belief that Part
• 8:39
  Speaker 2: of what you could write down as a leader's job
• 8:42
  Speaker 2: is to connect. Now, how do we connect? You've given
• 8:45
  Speaker 2: some very simple examples, and they're all incredibly real. Asking
• 8:48
  Speaker 2: somebody how their day is and actually waiting to hear
• 8:50
  Speaker 2: the answer and caring about what the answer is. Time
• 8:52
  Speaker 2: spent together, right? I couldn't have a very effective relationship
• 8:54
  Speaker 2: with my wife if there actually isn't time together. And
• 8:57
  Speaker 2: one of the things that I have personally struggled with
• 8:59
  Speaker 2: is as the organization has grown, just time with any
• 9:02
  Speaker 2: individual becomes more and more difficult. Mm-hmm. And so then
• 9:06
  Speaker 2: you start focusing on, okay, wait, it's just about creating
• 9:08
  Speaker 2: the environment. But as you lose touch with the real
• 9:12
  Speaker 2: sense of like, I know this person and I can
• 9:14
  Speaker 2: see when they're having a bad day and really leveraging
• 9:17
  Speaker 2: like what we have as humans. And this is why
• 9:18
  Speaker 2: your teachings are so powerful is you, you wrap it
• 9:23
  Speaker 2: in the truth of the human experience. You wrap it
• 9:25
  Speaker 2: in how humans really connect, like looking at each other,
• 9:29
  Speaker 2: sensing that like, Hey, this is either hitting or it's
• 9:32
  Speaker 2: not like, All of that stuff is super, super real,
• 9:35
  Speaker 2: and as an organization, to be able to find ways
• 9:37
  Speaker 2: in that middle ground where it's like, I'm pretty sure
• 9:39
  Speaker 2: this is working, and I really believe in it at
• 9:41
  Speaker 2: a macro level. But I just want to know, because
• 9:43
  Speaker 2: there's so many paths, right? And you could nudge sort
• 9:46
  Speaker 2: of one way or the other to create something that,
• 9:50
  Speaker 2: and maybe it's as simple as, here's one, I am
• 9:53
  Speaker 2: using this right now. The amount of laughter I hear
• 9:55
  Speaker 2: in the office. Maybe that's dumb, I don't know. But
• 9:58
  Speaker 2: I'm I'm really doing it. And I really think all day,
• 10:00
  Speaker 2: like how much laughter have I heard today? And I
• 10:03
  Speaker 2: feel like when everyone is making an, uh, really taking
• 10:08
  Speaker 2: an effort to connect with each other, to provide empathy
• 10:10
  Speaker 2: and all that, there's a lowering of people's defenses and
• 10:13
  Speaker 2: just a sort of natural outpouring of that is, is,
• 10:16
  Speaker 2: joking around. And so you hear this laughter bubble and
• 10:18
  Speaker 2: when things get really tense and stressful, I literally feel
• 10:22
  Speaker 2: like you could have a decibel meter and just feel
• 10:24
  Speaker 2: it coming down.
• 10:25
  Speaker 1: I mean, look, it's, it's a human, it's a human thing.
• 10:28
  Speaker 1: So just as you know how your body feels after
• 10:31
  Speaker 1: a good workout and you know how your body feels
• 10:32
  Speaker 1: after a big greasy meal, you know, you, you know
• 10:35
  Speaker 1: that one is good for you and one is not,
• 10:38
  Speaker 1: you know, despite what it may taste like. Um, um,
• 10:43
  Speaker 1: And that's the problem with short-term gains, right? They feel
• 10:45
  Speaker 1: really good in the short term. So we're highly, highly,
• 10:48
  Speaker 1: highly trained social animals. We're highly adapted social animals. We
• 10:52
  Speaker 1: can feel social awkwardness, and we can feel when things
• 10:56
  Speaker 1: are going well. You can sense it. You say you
• 10:58
  Speaker 1: have this sense of laughter around the office. We don't
• 11:01
  Speaker 1: walk around with blinders. Like I said, we're made to
• 11:05
  Speaker 1: do this. That's why we can assess if somebody's trustworthy
• 11:08
  Speaker 1: or not. You know, that's why we keep our walls
• 11:10
  Speaker 1: and we're like, yeah, his results are great, but I
• 11:13
  Speaker 1: wouldn't trust him. Right. You know, as opposed to letting
• 11:15
  Speaker 1: down your butt like I trust her for anything. I
• 11:17
  Speaker 1: trust her with my kids, my money, anything, you know.
• 11:21
  Speaker 1: So so we're highly attuned animals and so we're good
• 11:24
  Speaker 1: at sensing it. But I will say there is a
• 11:26
  Speaker 1: caveat to to your to your metric of laughter, which
• 11:30
  Speaker 1: is a decent one, is that scale breaks things. in
• 11:36
  Speaker 1: human beings. As I said before, we're not made for
• 11:38
  Speaker 1: populations bigger than about 150-ish. It's called Dunbar's number. Robin Dunbar,
• 11:43
  Speaker 1: a professor from Cambridge University, theorized that we cannot maintain
• 11:46
  Speaker 1: more than about 150 close relationships. And the way he
• 11:50
  Speaker 1: defined a close relationship is if you're at a bar
• 11:53
  Speaker 1: with a bunch of friends and somebody comes in, would
• 11:55
  Speaker 1: you ask that person to join you or not? And
• 11:59
  Speaker 1: it's about 150 that we would ask them to come
• 12:01
  Speaker 1: join us. And if you think about the reason, that
• 12:03
  Speaker 1: actually makes perfect sense. which is there's two limiting factors.
• 12:05
  Speaker 1: One is time. If you only gave two minutes to
• 12:07
  Speaker 1: every person you know, you'd make no close friends. And
• 12:10
  Speaker 1: the other one is memory. You just can't remember everybody.
• 12:13
  Speaker 1: And so this is where leadership becomes very, very interesting.
• 12:16
  Speaker 1: Because if you have a company that has a lot
• 12:17
  Speaker 1: of people, five, six, seven, 800 people, 1,000, 2,000, 5,000 people,
• 12:23
  Speaker 1: clearly you can't know everyone. And clearly, as a CEO, like,
• 12:26
  Speaker 1: I care about every single one of my people. You
• 12:27
  Speaker 1: don't even know. Some of the people who work for
• 12:29
  Speaker 1: you are bastards. You don't care about them, right? So
• 12:33
  Speaker 1: it's a nonsense statement, right? But what you can say is,
• 12:37
  Speaker 1: I desperately care about the people whose names I know
• 12:40
  Speaker 1: and whose faces I recognize. And I care desperately about
• 12:43
  Speaker 1: my leadership and I instill in them every day that
• 12:46
  Speaker 1: I will give them the tools and I will take
• 12:48
  Speaker 1: care of them with one purpose and one purpose only,
• 12:50
  Speaker 1: that they will take care of the people in their charge.
• 12:53
  Speaker 1: And I want those people to take care of the
• 12:55
  Speaker 1: people and instill in them that they take care of
• 12:57
  Speaker 1: the people in their charge. And then by the time
• 12:59
  Speaker 1: you get down to the masses, where the actual thousand exist,
• 13:04
  Speaker 1: because the seniors, it's like 20, right? Where the real
• 13:07
  Speaker 1: thousand exist, they feel about 150 of them can look
• 13:12
  Speaker 1: to one of their direct leaders, to one of their
• 13:15
  Speaker 1: direct managers and say, that person cares about me. That's
• 13:19
  Speaker 1: our boss. That's my boss. That's my leader. Not the leader.
• 13:23
  Speaker 1: It's the CEO.
• 13:25
  Speaker 2: That's my manager, my boss, my leader.
• 13:38
  Speaker 1: Thank you.