Plus. I just think this is really interesting. So I work with the Navy. I've worked with the Navy seals
and I asked them like, who do you, how do you pick, like the
guys that go on seal team six? Right? Cause they're the best of the
best, of the best of the best. And they drew it, they
drew a graph for me. And on one side they drew, they
wrote the word for performance. And on the other side,
they wrote the word trust. The way they define the terms is
performance on the battlefield and performan
ce off the battlefield. So this is your skills. This is, did you make
your quarterly earnings? Whatever. However you want to translate it, right? Performance, it's traditional. This is how are you off the battlefield? What kind of person are you? The way they put it is, I may trust
you with my life, but do I trust you with my money and my wife? Their seals. This is what they told me. Nobody wants this person, the low
performer of low trust, of course. Of course, everybody wants
this person, the
high performer of high trust, of course. What they learned is that this person,
the high performer of low trust, is a toxic leader and a toxic team member. And they would rather have a medium
of high trust, sometimes even a low performer of high trust. It's a relative scale over this person. This is the highest performing
organization on the planet, and this person is more
important than this person. And the problem in business
is we have lopsided metrics. We have 1,000,001 metrics to
measure s
omeone's performance, and negligible to no metrics to
measure someone's trustworthiness. And so what we end up doing is
promoting or bonusing toxicity in our businesses, which is bad for
the long game, because it eventually destroys the whole organization. The irony is it's unbelievably
easy to find these people. Go to any team and say, who's the asshole? They will all point to the same person. Equally. If you go to any team and say, who
do you trust more than anybody else? Who's always got your
back? And when the chips are down,
they will be there with you. They will also all point
to the same person. It's the best gifted, natural leader
who's getting, who is creating an environment for everybody else to succeed. And they may not be your most individual,
highest performer, but that person, you better keep them on your team.
Comments
This is completely BRILLIANT! Thank you for posting.
Saw this a while ago, and this is how I've come to evaluate people in my life
Short and to the point. Awesome video
I love this and it is very true. I don't own a business. But I lead a team. I will always take choose someone I can trust than a great performer I can't trust when the chips are down. The same goes for working for others. Sometimes there are middle management you can't trust, but are good at being seen to be the boss and behaving like so. And I find that people start to quit or quiet quit when that happens.
Wow! This just brought tears to my eyes.???!
Wow. Mind blown. So simple, yet, so true. Companies invest millions in the wrong research to find qualified candidates.
Performance on the Battle field ✔️skills Performance out of the Battle field ✔️character
The best thing about seeing Simon Sinek are the drawings. I’d pay a small fortune for an original signed Sinek.
Absolutely stunning , Simon.xx
Good point. My only qualm with this presentation was that he said “we have little or no metrics to measure trust”. I am sure that we have lots of them but they are never disseminated tot he general public. Because being a trustworthy person correlates to how to comport yourself when you believe “no one is watching”. So you will never know you are being tested until the test has concluded. A couple movie examples that come to mind are “The Circle” and “Ender’s Game”.
Simple and clear, should let more managers to reflect
Awesome. Nail to the head!
This is so good-Thanks for sharing.
This video came right on time
Love this! Brilliant insight
So true. I worked for a co. that had Bubbly Personality and BrownnoseAbility instead of performance. Result: Corruption and low performance in management.
Nice trust and performance
Trust and support is very important. Both of them have their place in any condition.
What you said made complete sense Simon. Unfortunately, nearly all businesses reward those in the top left corner! The moral of the story for me is that when toxicity is pervasive, it only keeps promoting such people and punishes the trustworthy and even medium performers.