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Publisher Description

From the New York Times bestselling author of Start With Why and Leaders Eat Last, a bold framework for leadership in today’s ever-changing world.
How do we win a game that has no end? Finite games, like football or chess, have known players, fixed rules and a clear endpoint. The winners and losers are easily identified. Infinite games, games with no finish line, like business or politics, or life itself, have players who come and go. The rules of an infinite game are changeable while infinite games have no defined endpoint. There are no winners or losers—only ahead and behind. 
The question is, how do we play to succeed in the game we’re in?
In this revelatory new book, Simon Sinek offers a framework for leading with an infinite mindset. On one hand, none of us can resist the fleeting thrills of a promotion earned or a tournament won, yet these rewards fade quickly. In pursuit of a Just Cause, we will commit to a vision of a future world so appealing that we will build it week after week, month after month, year after year. Although we do not know the exact form this world will take, working toward it gives our work and our life meaning.
Leaders who embrace an infinite mindset build stronger, more innovative, more inspiring organizations. Ultimately, they are the ones who lead us into the future.

Business & Personal Finance
Simon Sinek
hr min
October 15
Penguin Audio

Customer Reviews

Rallymenvzla ,

Loved this Author and all his best selling books

I don’t like NOTHING, liked everything

YourMom84 ,

Good but very naive

Good insights but imo, not realistic at all. Simon seems like a great guy with good intentions but he doesn’t sound like he has a lot of first hand experience working in corporate America. He seems to have gotten quite a lot of juice from the “your boss owes you” narrative. It’s catchy, but misleading I think

STLPanther ,

Don’t bother

The premise and title of the book, along with the first chapter are promising. Essentially, too many businesses are organized and playing for the next quarter rather than a long season. He blames Friedman for changing the dynamic of business to serving the stockholder over the consumer, which drives short-term, eventually destructive behavior. There’s a lot of truth to that, and the reasoning, argument and story is logical and entertaining.

After that, the book swerves into more of a political diatribe against modern capitalism and male culture. Think of that Bernie Bro in HR you can’t take for more than 5 minutes... if Howard Zinn made a revisionist business book instead of “The People’s History”, this would be it.

Save yourself the trouble and the pain of the rest of the book.

The valuable part: Play the long game, be in tune with your actual consumer and don’t make your COO your CEO. (A lesson no one ever seems to learn). The rest of this book could take a clue from the first chapter.

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