HOW TO MAKE AN IMPACT - One of the Best Speeches EVER For Young People | Simon Sinek

ever

ything you want, you can have instantly,

ever

ything you want, instant gratification, except job satisfaction and relationship strength. There is no app for that. They are slow, meandering, uncomfortable and messy processes, and that is why I continue to meet these wonderful, fantastic, idealistic, hard-working, intelligent children. I just graduated school, they are in their entry level job, I sit with them when I go, how are they doing, they think I'm going to quit, I ask them why they say I'm not making an

impact

. I'm like you've been here eight months, it's like you're standing at the bottom of a mountain and you have this abstract concept called

impact

that you want to have on the world, which is the summit, what you don't see is the mountain I don't care if you go up. the mountain quickly or slowly, but there is still a mountain and what this

young

generation needs to learn is patience and that some things that really matter like love or work fulfillment, joy, love of life, self. confidence a skill set any of these things all of these things take time sometimes you can speed up parts of it but the overall journey is arduous, long and difficult and if you don't ask for help and learn that skill set you will fall off the mountain path you love to Your wife, yes, of course, try it like what is the metric, give me the number that helps me know the truth, because when you met her you didn't love her, now you love her, right, tell me the day that love happened, it's impossible, the right question, but it's not that it doesn't exist, it's which is much easier to prove over time to be correct, so all leadership is the same, it's about transition, so if you went to the gym, it's like working out, right? you go to the gym and you exercise and you come back and look in the mirror you won't see anything and if you go to the gym the next day and you come back and look in the mirror you won't see anything right so clearly there are no results that cannot be measured, no it must be effective so we leave it alone or if you fundamentally believe that this is the right course of action and you follow it like in a relationship, I bought her flowers and wished her happy birthday and she doesn't love me clearly I will give up you know that's not it what happens if you do believe there is something there you commit to an act of service you commit to the regime the exercise you can ruin it you can eat chocolate cake one day you can skip a day or two you know it allows it but if you follow it constantly it doesn't I'm exactly sure what day but I know you'll start to get in shape I know and the same with relationships it's not about the events it's not about intensity it's about consistency right you go to the dentist twice a year your teeth will fall out teeth you have to brush your teeth every day for two minutes what is brushing twice a day for two?

Minutes are worthless unless you do it every day twice a day for two minutes. It's consistency, going to the gym for nine hours doesn't get you in shape. Exercising every day for 20 minutes gets you in shape. So the problem is that we deal with leadership. with intensity we have two days off site we invite a group of speakers we give everyone a certificate you are a leader right those things are like going to the dentist they are very important they are good to remind us or

make

us come back you are on the right track learning new lessons, but What matters most is the daily practice of all the monotonous and boring little things like brushing your teeth.

She didn't fall in love with you because you remembered her birthday and bought her flowers on Valentine's Day. She fell in love. with you because when you woke up in the morning you said good morning to her before checking your phone she fell in love with you because when you went to the refrigerator to get a drink you bought her one without even asking her she fell in love with you because when you had a wonderful day at work and She came home and had a terrible day at work, you didn't say yes, yes, but let me tell you about my day, you sat and listened to her terrible day and I can't say anything about your wonderful day.

That's why she fell in love with you. I can't tell you exactly what day and it wasn't anything in particular that you did, it was the accumulation of all those little things that she woke up one day. and it's like he presses a button and it says, I love him, right, leadership is exactly the same, there's no event, there's nothing I can tell you, you have to do to get your

people

to trust you, it just doesn't work that way. In the same way, it is an accumulation of many, many little things that are harmless and useless, literally useless on their own,

people

will see little things that are good leadership practices and say that that will not work and you are absolutely right, but if you do it consistently and you do it in combination with a lot of other little things like saying good morning to someone who, looking in the eyes, my friend george, who is a three star general in the marine corps, says his leadership test and me love it, take your test really a good leader is if you ask someone how their day is going you really care about the correct answer how many times we walk to a meeting we rush come on how are you not okay I have to get to you later I was late to a meeting.

If you asked the question, you stood there and heard the answer. They're those harmless little things that you do over and over again that people will say: I love my job. I don't like my job I like my job means yes the challenge is great I get paid well I like the people I love my job means I don't want to work anywhere else I don't care how much someone else is willing to pay I am devoted to people here and I care desperately about the people here like they are my family in business, we have colleagues and coworkers in the military, they have brothers and sisters, that's how they think of each other, right?

I really have a strong corporate culture where people will think of each other as brothers and sisters. It's like a family. There are no brothers or sisters. Deep love fights but love does not disappear. Fight with my sister, but if you threaten my sister you will have to deal with me, of course, we will fight internally, we will argue among ourselves, but no one will get hurt and if something appears from the outside, you have to do it. We are seeing a unified front brothers and sisters now, how do you create brothers and sisters from strangers? common beliefs, common values, you know, parents, in other words, executives who care about the success of their children, who care about raising their children, teaching them skills, disciplining them when necessary, helping them develop their confidence in themselves so that they can move forward and achieve something more than they could have ever imagined achieving on their own: leadership and absolute love and devotion for the people who have committed their lives to this brilliant enterprise. rethinking it is so simple and so beautiful and incredibly hard it's work and it's not here's why you said it's hard to measure well it's hard for me to show it hard to measure in the short term it's very easy to measure in the long term long term traditional metrics will increase all your revenue profits market share traditional metrics will increase and, more importantly, they will increase more stably, right?

You will be able to weather tough times better because people will. if they join, they won't abandon ship in the long run, traditional metrics are fine, but also in the long run, your turnover will go down, you won't need as many employees in the long run. We will find that loyalty is much higher and that people will turn down better paying jobs in the long term. All the traditional metrics are fine and then some. It's just the short term that's hard to measure. Yes, I will say that although there is something in between those two in the middle to know because with exercise, to use your analogy, if you had to go to the gym for six months before seeing any sign of change, no one would do it well and There are many variables in exercise. number one is knowing who to listen to number one is knowing what to look for correctly so if you're not experiencing muscle fatigue you're probably doing something different that's immediate right I know that the next day if you're experiencing muscle fatigue and you're not noticing any change in a few weeks, you're probably not eating well, so there are really things you can look at because you're damaging muscle but you're not giving your body the nutrients it needs to develop well, that's it, that's okay, that is still true, so I'm sitting here wondering if it really can be as simple as having a growing belief that part of what could be written as the job of a leader. is to connect now, how do we connect?

You've given some very simple examples and they're all incredibly real, asking someone how their day was and waiting to hear the answer and worrying about what the answer is, the time we spent together, right? I don't have a very effective relationship with my wife if there's actually no time together and one of the things that I've personally struggled with is that as the organization has grown, time with any individual becomes more and more difficult and then you start. focusing on well, wait, it's just about creating the environment, but as you lose touch with um, the real feeling that I know this person and I can see when they're having a bad day and really take advantage of what we have as humans. and this is why are your teachings so powerful?

You wrap them in the truth of human experience. You wrap them around how humans really connect, like, looking at each other, feeling like, hey, this is shocking or not, that's all cool. super real and as an organization to be able to find ways in that middle ground where I'm pretty sure this is working and I really believe in it on a macro level, but I just want to know because there are many right paths and you could push one way or another to create something that um and maybe it's as simple as here when I'm using this right now the amount of laughter I hear in the office maybe it's stupid, I don't know but I'm really doing it and I really think all day about how many laughter I've heard today and I feel like everyone is making a uh really making an effort to connect with each other to provide empathy and everything. a lowering of people's defenses and just a kind of natural outpouring of that's a joke and then you hear this bubbling laughter and when things get really tense and stressful, I literally feel like you could have a decibel meter and feel it go down .

Look, it's human, it's a human thing, so just like you know how your body feels after a good workout, you know how your body feels after a big fatty meal, you know, you know one is good for you and the other no you know despite what it may taste like um and that's the problem with short term gains right they feel great in the short term so it's like we're highly trained social animals we're highly trained social animals adapted, you know, we can feel. social awkwardness and we can feel when things are going well, you know, you can feel it, you say, you have this sense of laughter, you know, in the office, like no, no, no, we don't walk around with blinders, we're you know, we're like I said , we're built to do this, you know, that's why we can evaluate whether someone is trustworthy or not, you know, that's why we put up our walls and say, yeah, yeah, their results are great, but I would.

I don't trust him, you know? Instead of letting you down, I trusted anything, I trusted my kids, my money, anything, you know, um, so, uh, we're very attuned animals and we're good at feeling it, but I will say. there's one caveat in your laughter metric, which is decent, um, is that the scale breaks things down well in humans, like I said before, we're not built for populations larger than about 150, it's called the Dunbar number, Professor Robin Dunbar of Cambridge. The university theorized that we can't maintain more than 100 and around 150 close relationships and the way they defined a close relationship is if you're at a bar with a group of friends and someone walks in, would you ask that person to join you or No? and there are about 150 of us that we would ask to join us and if you think about the reason, that actually

make

s a lot of sense, which is that there are two limiting factors, one is time, if you just give each person two minutes What do you know you would do? there are no close friends and the other is memory, you just can't remember everyone and this is where leadership becomes very, very interesting because if you have a company that has a lot of people five six seven eight hundred people one thousand two thousand five thousand people clearly you can't know everyone and clearly as a CEO I care about every one of my employees you don't even know some of the people you work for they are real and they work for your bastards that you don't care about they are right so it's bullshit , it's a meaningless statement, right, but what you can say is that I care desperately about the people whose names I know and whose faces I recognize and I care desperately about my leadership and I instill in them every day that I will.

Give them the tools and I will take care of them with a single purpose that they will take care of the people in their care and I want them to take care of the people and instill in them that they take care of the people in their care and then,when you get to the masses where there are thousands because of the older people, it's like 20. Sure, right where the real there are thousands feel like about 150 of them can look at one of their direct leaders and say that person cares about me that is our boss that is my boss that is my leader not the leader is the CEO that is my manager my boss my leader you