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Simon Sinek: 9 Key Takeaways for Great Leadership

Leaders set the tone for how an organization operates; they are part of the foundation that makes up the culture and are key to building an effective team. But what is it about great leaders that separates them from the rest of the pack? Simon Sinek, renowned leadership expert, speaker, and author of three global bestsellers, The Infinite Game, Start with Why and Leaders Eat Last shares 9 key insights that make great leadership. 

“Leadership is a team sport. None of us are strong enough or smart enough to do this alone.”

1. Empathy is as important as ever 

A trait that still ranks highly in leaders is empathy. When COVID struck, many leaders – even ones who seemed ineffective before – leaned on their own humanity and started checking in on their teams in earnest.  

“We don’t need a global pandemic for us to express empathy and check in on our people,” said Simon, adding that this is simply good leadership.  

He added, “What I really hope is that the skill, that very human skill of leaning on our own humanity remains in a post-COVID world. Actually, worrying about our people as people rather than just cogs in a machine.” 

2. Leadership is a team sport 

Explaining the concept of finding and living your ‘Why’, Simon noted that your ‘Why’ is the sum total of your experiences that make you who you are. The rest of your life offers opportunities for you to make decisions that either keep you in balance with that ‘Why’ or not.  

As leaders, it’s important to be aware that if you’re feeling an imbalance in fulfilling your why, you should be honest about it to your team and lean on your friends for support. After all, leaders are the ones who set the tone. 

Relaying a story about his own experience with this challenge of feeling imbalanced in his ‘Why’ and how it affected his work, Simon said he managed to stay inspired and jump back from a rough patch by talking to his friends and being honest to his team about being off his game.  

3. Stay away from toxic positivity 

Leading into his next point, Simon explained that leaders who express their humanity and are honest about the challenges they are facing will create an environment where their team feels able to reach out when they are struggling as well.  

Toxic positivity – where a leader sees a team struggling or having a high workload but only talks about how everything is going great – can really backfire. If people are struggling but they only see positivity around them, they may think something is wrong with them. They would also feel the need to lie or hide their own challenges. Instead, Simon emphasizes the need for leaders to show their own humanity as it encourages others to do the same.  

“It creates an environment in which other people feel safe to tell us they make mistakes or tell us that they’re struggling, and then we can be there to support them, which is ultimately what we want to do as leaders,” he explained.  

4. Leaders Eat Last 

As he talks about in one of his bestselling books, Leaders Eat Last, Simon explained that good leaders are those who are willing to sacrifice their own interests or bonuses to protect their team in hard times.  

“Running a company is an ongoing experience. There are going to be highs and there are going to be lows. And I think as a society we’ve over-indexed on selfishness we’ve over-indexed on prioritizing our self-interest,” he cautioned. 

Even so, balancing your own self-interest with that of your team or business remains a paradox, according to Simon. Sometimes, you have to put your own oxygen mask on first. Sometimes, you have to help those around you first. It’s up to you as a leader to figure that out in your own context.  

5. Leadership is a choice 

On the topic of how to encourage leadership accountability, Simon stressed that anyone can be a leader regardless of their official title or position in the formal organizational hierarchy.  

“Leadership is a choice. Whether we’re the assigned leader or not, we still have the opportunity to practice all of the leadership skills that we’ve learned, one of which is making sure that our people feel seen, heard, and understood, and take that awesome responsibility to see those around us rise. That’s what leadership is,” Simon emphasized. 

Following that, Simon stressed the importance of rewarding leadership behavior instead of just titles and outcomes to encourage more leadership-like qualities and behaviors in the entire team. 

“If someone is showing initiative, stepping up and playing the leader leadership role, then we have to recognize them and reward them regardless of the outcome in the short term.”

6. Business is an infinite game 

No one wins in education or learning or even business. Citing philosopher and theologian Dr. James Carr, Simon explained that there are two types of games – finite and infinite. A finite game has fixed parameters and an agreed-upon objective where there is a necessary winner and loser. Importantly, there is a beginning, middle, and end in finite games. On the other hand, infinite games have known and unknown players who can leave or join at any time. The rules are also changeable at any time. The objective, however, is to stay in the game as long as possible to perpetuate it.  

When leaders approach business as a finite game but with an infinite mindset, there are some consistent and predictable outcomes such as the decline of trust, cooperation, and innovation.  

But if leaders accept that business as an infinite game that no one can win, that sparks a crucial change of mindset in how they operate.  

“The purpose of business is to do something and go somewhere, and money is the fuel to do it,” Simon said, explaining that the most successful companies or not ones that are purely driven by making a profit.  

7. Leaders must earn trust 

Talking about trust, Simon noted that it is important for people to be able to trust those around them as that breeds confidence that they will be supported. In a work environment, people need to feel able to admit their mistakes or that they are struggling to find the answer without fear of being humiliated or having their career impacted in a negative way.  

Simon cautioned, “Trust is a very human feeling. It’s not an order.” 

He added, “I get a kick out of leaders who say to their people ‘prove to me why I should trust you’. It’s actually the opposite. It’s actually the leader who has to prove why their people should trust them. That’s how an effective organization works. Trust is earned. And it starts with the leader.” 

8. Be careful with labelling quiet quitting 

Quiet quitting is gaining some buzz recently – the idea that people are doing the bare minimum at work. Simon noted that it’s important to make a distinction between those who are disengaged at work because they are actively making that choice, and those who are going through a hard time. In the latter case, leaders have to step in and check on their teams.  

Either way, leaders must lead with empathy in both cases.  

“We have to be very, very careful labeling these things as quiet quitting because it is kind of a pejorative,” Simon cautioned.  

“People are quiet quitting at every level, and people are just trying to find work-life balance at every level. We have to be able to discern the difference and support,” he added.  

9. Business is human 

As his final takeaway, Simon reminded leaders that business is made up of people at every step of the way. Ultimately, it is about people, not profit or products.  

He said, “Remember that 100% of customers are people; 100% of employees are people; 100% of investors are people. It’s not about the profit, it’s not about the product. When you become obsessed about those things, you’re ignoring the very fact that business is human. And the more you understand human beings, the better you do at business. And by the way, it turns out you’re human too. So, all leaders are people too.” 

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Misel Ahom: D&I Enables Competitiveness, Agility & Innovation & Beiersdorf

Diversity & Inclusion has evolved from being a side project to a key business imperative. We speak to Misel Ahom, the Global Director of Diversity & Inclusion at Beiersdorf on what goes into successful D&I efforts, how to hold leaders accountable, and the challenges of pushing this agenda forward. 

 
Gain more insights from Misel Ahom’s speech during the ME Executive Day in Frankfurt on how Beiersdorf has made D&I a key pillar in driving innovation and success.
 

You are on the advisory board of BeyondGender Agenda, the D&I network in Germany. On their website, you said that diversity and inclusion are a global imperative that requires great partnerships and focused efforts. Can you elaborate on the kind of partnerships you’re talking about?  

 

I firmly believe that we are stronger together. Partnering with external organizations – be it other leading companies, networks, or NGOs – will help us to collectively advance the D&I agenda and enable us to more powerfully shape the impact of D&I both within and outside of Beiersdorf. For example, being a member of LEAD or BeyondGenderAgenda, networks that are both actively driving D&I, gives us a platform where we can exchange, share best practices, and partner with like-minded individuals and organizations that share similar ambitions. This ensures that we do not reinvent the wheel and instead focus on where we can have the biggest collective impact. All members are working towards a common goal but bring in different levels of expertise, experience, and perspectives, and bringing that together provides a strong catalyst for change. 

Diversity and Inclusion is extremely complex and multi-dimensional, so you need the expertise of others to make an impact. 

 

How can business leaders start forming those partnerships? 

 

It starts with a will and the first step is wanting to form partnerships, either internally or externally, and acknowledging that when it comes to D&I it is tough going at it alone. In order to become more inclusive and equitable, most organizations need outside partnerships to really move the needle.  

Once the will is there, the next step is approaching a potential partner that shares the same vision or ambition. It is important to go out there and start making connections, and there are many ways to do so, either via a strong personal or professional network, attending conferences and events linked to D&I etc.   

Once the partnership has been established it goes without saying that you have to commit to building and nourishing the partnership so that it becomes a mutual-beneficial, sustainable relationship that helps both parties to successfully move towards achieving their ambitions. 

In an organization like Beiersdorf, forming sustainable partnerships is really embedded in our overall approach. It is fundamental to our corporate agenda and essential to our corporate commitment to driving a more equitable organization, which in turn will drive a more inclusive society. 

 

Some of your work is around LGBTIQ+ representation in the workplace. What have been the most common challenges faced by companies in trying to create an inclusive environment for this community?  

 

 
Because there are often so few role models that are openly and visibly part of the LGBTIQ+, particularly at the more senior levels in an organization, there is still a long way to go, and many barriers that continue to exist. 

One of the biggest barriers is when people perceive the corporate culture not to be safe, resulting in a fear that coming out at work might potentially have negative consequences, either in terms of their acceptance within the organization or a detrimental impact on their career. It is important for organizations to create an environment where people feel enough psychological safety to be who they are, and that they can be their authentic selves with no fear of consequences. If colleagues are having to hide part of their identity, it impacts us as an organization because they are not able to thrive to their full potential. 

Another common challenge is that different people in the organization are at different stages of awareness and understanding of the challenges that LGBTIQ+ colleagues are facing in the workplace and not having strong allies openly taking a stand. Therefore, education is key, as is the importance of taking a clear stand as an organization both internally and externally. Additionally, it’s also important to provide people with the tools needed to really live inclusion in this space all day, every day, and all year round. 

A key success factor in addressing the challenge of LGBTIQ+ inclusion is to ensure that the right people have a seat around the table, they are being seen and their voices are being heard.  

In Beiersdorf, we are tremendously supported by our very strong and active grassroots community called Be You, consisting of both members of the LGBTIQ+ community as well as allies, who represent the voices of our employees that identify as LGBTIQ+ and help us to shape an agenda to build a more inclusive culture. Bringing it back to partnerships, this is critical as well. Bringing in the expertise of organizations striving for equity for the LGBTIQ+ community is crucial in elevating your efforts. 

 
Gain more insights on HR leadership with the 90Minutes Insights webinar series.
 

How can HR leaders hold the rest of their organization’s top management accountable for D&I outcomes? 

 

There are several levers we are pulling to increase the accountability of our leadership within the context of D&I, though there are undoubtedly more. The more diverse and inclusive we become, the better we can tailor to the needs of our diverse global consumer base by developing compelling product propositions, and the more attractive we will be for the future generation of leaders, so it’s a win-win-win. 

As such, we work hard to establish the mindset within the organization that Diversity & Inclusion is not only an HR topic – it’s a business topic that is relevant for the whole company because of the benefits it brings not just from a people perspective, but a business perspective.  

D&I is a key pillar within our overall corporate strategy and is fully endorsed by top management because we are convinced that it enables us as an organization to be more competitive, innovative, agile, and flexible in this increasingly volatile world. 

We also define crystal clear leadership expectations when it comes to our D&I agenda and set specific goals, objectives & KPIs both on a corporate level and embedded within individual leadership objectives, partly linked to financial rewards. The old adage “what gets measured gets done” does hold true. By making the data transparent and measuring progress against set KPIs, it is easy to identify where the pain points are, hold individual leaders accountable, and ensure action plans are defined to close the gaps.  

We place great value on the actual lived experience of our employees, and we want to give our employees the opportunity to reflect back to us if we are being successful in creating a more inclusive culture where they feel a stronger sense of belonging. This is why we run employee engagement surveys and include questions on diversity and inclusion.  This is the organization telling us whether we are doing a good job and getting better. There is almost no greater sense of accountability than that. It’s about hearing the voices of our employees and actioning their feedback. 

 

What do you think the future of work looks like in terms of D&I? 

 

Simply stated, those organizations that do not embrace and embed D&I as part of their overall corporate strategy will lose their edge and ability to attract the right talent. I really believe it’s the only way forward both for organizations as well as society. 

I am also convinced that when it comes to Diversity and Inclusion, we will continue to make progress, otherwise, I would be in the wrong job. I do believe it is an ever-growing movement and that the understanding of why it is important is also growing. Coupled with the fact that we live in a world that is so interconnected, the potential for change is encouraging and it’s what motivates me to keep going. 

But, it is a work in progress and an ongoing journey. Whilst I am hopeful because I do see traction, we should aim for a transformation because there is a long road ahead. 

 

What is one thing you hope attendees will take away from your speech, People Drive Innovation: From Diversity and Inclusion to a World Class Product Portfolio, at the ME Executive Day?  

 

Representation matters, a lot. We need diverse representation both in communication and in catering to the needs of our diverse global consumers.  From a communication perspective, we have a tremendously global media platform and with that comes the responsibility to shape the imagery that people see and demonstrate what an inclusive society looks like.  

In terms of catering to the needs of our consumers, everyone uses skincare products, everyone wants to feel good in their skin and we need to ensure that everyone can, and no one is left behind. If we get that right, everyone will benefit. 

*Answers have been edited for clarity. 

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How Organizations Are Tackling the Skills Gap

The skills gap problem plagues every industry across the globe. Partly due to the rapid digital transformation wave, many organizations are still struggling to find the right people with the right skills for specific jobs.  

A global survey by McKinsey found that nearly 87% of organizations say they are facing a skills gap while the rest expect to experience it within the next five years. Additionally, McKinsey predicts that roughly 375 million workers around the world will have to switch jobs in the next 10 years to meet shifting organizational demands.

 

Which industries have the biggest skills gap? 

 

The biggest skills gap that businesses are struggling to close is data analytics, IT, executive management, and HR and talent management. The need for these talents is ever-growing but it seems unlikely that the demands will be met in the near future.  

In fact, IBM found that in Europe, the AI skills gap alone is growing with about 23% of tech recruiters having trouble finding the right candidates for a career in AI. This is a problem that will only become worse as AI moves into the mainstream.  

Additionally, the 2022 Global Talent Shortage report noted that the top five in-demand roles are IT & Data, Sales & Marketing, Operations & Logistics, Manufacturing & Production, and Customer Facing & Front Office. This shortage is seen almost evenly across industries from education to banking & finance, retail, F&B, and construction.  

The problem is well documented. However, bridging the gap is proving to be a challenge. Though organizations say that closing the skills gap is a priority for them, only a few are prepared to actively respond to the problem. McKinsey noted that only 28% of respondents say that their organizations are making effective decisions on how to close the gap, while only 41% said that they have a clear understanding of the roles in their company that will likely be disrupted.  

For those organizations that want to tackle this issue head-on, what can they do? 

 

Skills training & development 

 

One of the key approaches to addressing the talent gap is by reskilling and upskilling the current workforce. As new technology makes its way into industries, workers need the right support and training so that they can continue to contribute to the organization’s success.  

For example, German giant Henkel offers targeted learning programs to its over 50,000 employees around the world. Its Digital Upskilling Program started out with just IT and Finance learning journeys. It has now expanded to include learning programs tailored to marketing, sales, purchasing, and corporate communications, with more in the pipeline.  

Henkel’s training program functions in tandem with the organization’s Digital Talent Experience and Digital Talent Sourcing programs which include talent management and sourcing functions. The company is able to monitor and manage the talent lifecycle while redirecting the employees to roles that best fit their skill profiles and interests.  

Another example is the Urban Renewal Authority (URA) in Hong Kong which consciously cultivated a culture of learning and development by introducing a learning platform that allows experts to share their experiences and knowledge in interactive e-learning programs for their staff to access at any time. URA has also implemented mandatory learning programs which are constantly reviewed to ensure that employees are being equipped with the right skills at the right time.  

Beyond that, they are also using people analytics to build a skill-based pool and understand where they are lacking in terms of talent placement and which employees are best suited for those roles. With the use of an HR system and people analytics program, the URA can fill in its skills gap more efficiently.  

 

Apprenticeship programs 

 

Besides investing in developing existing talent, organizations are also introducing and expanding apprenticeship programs. The benefit of an apprenticeship program is that talent can be nurtured from scratch and with tailored development based on the organization’s needs.  

Siemens in the US noted that “the skills gap cannot be correct by a strong economy; it can only be correct by a strong community” which they are building via their apprenticeship program.  

Through the Siemens Foundation’s STEM Middle-Skill Initiative, the organization works with various partners in the US to build a nationwide support system to help them scale their apprenticeship programs.  

Similarly, DHL Supply Chain in the UK and Ireland has expanded the types of apprenticeships that it offers to develop the next generation of talent for the logistics industry. They also have a leadership apprentice program that aims to develop future logistics leaders. 

 

Partnering with educational institutions 

 

Externally, organizations are also playing a more active role in cultivating talent outside of the organization via educational programs. For example, Siemens USA has granted billions of dollars to various educational institutions such as the Rutgers Engineering School to help equip students with the tools and skills of the future they need before entering the workforce.  

Global finance firm JPMorgan Chase & Co is doing the same by investing over USD 350 million in its New Skills at Work initiative in an effort to address the global skills gap and prepare future talent with the right skills. The company has worked with community colleges to design a curriculum that is aligned with in-demand skills for jobs of the future.  

Similarly, DHL Supply Chain also engaged with schools, colleges, and universities to help develop employability skills and support career education within the logistics industry. The company’s VP of Talent Acquisition and Learning & Development noted that the business hopes to inspire interest in careers within the industry through its partnerships with educational institutions.

 

Tapping into the gig economy 

 

While digital transformation is part of the reason behind the skills gap, it can also be the solution – at least in the short term. Increased global connectivity has opened a whole new world of talent for organizations and boosted the gig economy to new heights. According to Eurostat, there are roughly 27.6 million freelancers in the EU alone as of 2020.  

When there is a talent shortage that cannot be filled by reskilling or upskilling, organizations are now able to cast a wider net and look beyond their geographical borders for the right skills. While they may not be long-term hires, freelancers could be the solution for some jobs that require highly specialized skills.  

An Australian software company did just when they realized they didn’t have the right developers in-house and decided to hire freelancers instead. This enabled them to not only improve their products but scale them as well in a short period. The freelancers had the exact skills that the company needed at that time.  

 

Bridging the skills gaps requires proactive solutions 

 

As industries continue to transform, the type of skills required from the workforce will evolve as well. Organizations and business leaders are at the forefront of trying to figure out the best ways to bridge the skills gap and secure the future of their companies.  

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Customer Trust: Why It’s Important in B2B Sales

You have a great product and an effective marketing plan, but you are not generating the desired sales figures. Maybe a crucial ingredient is missing – customer trust. However, building customer trust is easier said than done. 95% of CMOs say establishing trust between their brand and the consumer keeps them up at night (BrandKeys).  

 

Here are four reasons why customer trust is essential in B2B sales: 

 

1. Customer Trust is the Convincing Factor in Purchasing Decisions  

There is a good chance that your potential customers already know about your product.  Decision-makers only dedicate 17% of their total purchase process to talking to potential suppliers (Gartner). This is because information is readily available at their fingertips – through your website, ads, social media pages, eBooks, reports, and more. The convincing factor to purchase your product is not its benefits or competitive price. It’s the ability to nurture a trusting relationship with decision-makers at every stage of the sales cycle. 

 

2. Customer Trust Builds Confidence in Your Product

The combination of great customer service and trust will decrease feelings of risk in your customers and make them more confident in purchasing your product. Beyond ROI and numbers, trust is key in helping customers understand the value of your service. In addition, emotionally connecting with your customer is important. Empathize with their challenges and reassure them that your product or service will solve their short-term and long-term needs. As the B2B sales cycle is long, you need to have as many touchpoints as possible with prospects. There is also a high chance you will be interacting with more than one representative – from sales directors to marketing managers to C-levels. 

 

3. Customer Trust Leads to Rewarding Referrals  

Picture this: You’re on the fence about buying a product but then you hear a close friend raving about it. Are you more likely to buy the product? The answer is most likely yes. Decision-makers feel the same way too. In fact, 76% of C-level B2B buyers prefer to work with vendors that have been recommended by someone they know (IDC). Not only that, 91% of B2B purchasers’ buying decisions are influenced by word-of-mouth (Useful SocialMedia). Customers who trust your business are more likely to refer your company to their peers, expanding your customer base organically.  

 

4. Customer Trust is Essential in the Era of Online Purchases  

In the current digital-first world, it’s no surprise that more decision-makers are making purchases online. According to a survey, 89% of decision-makers have made an online purchase since 2020 (Avionos). However, this does not mean that they are happy with the services provided by suppliers. In the same survey, 45% of decision-makers encountered pain points when interacting with sales representatives. Additionally, 77% of C-levels stated that their last purchase was complex and difficult (Gartner). With higher expectations for virtual buyer experience and supplier relationships, customer trust is paramount.