Simon Sinek Quotes

At gambling, the deadly sin is to mistake bad play for bad luck.

Sometimes you have to lose a piece to win a game.

Drucker said: 'If you weren't already in this business, would you enter it today? And if not, what are you going to do about it?' ... Simple, right? But incredibly powerful.

I am a person who looks long-term, and I recognize the path we need to take. There will be moments when people are unhappy and disgruntled with some decision-making. Nonetheless, what matters most is to reach the destination. And my job as President is to see clearly where I want to go and be steadfast in my resolve to realize that vision

Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition

I refuse to make a decision that somebody else can make. The first rule of leadership is to save yourself for the big decision. Don't allow your mind to become cluttered.

If I were to be super critical, I would say Formula One is too tactical and not strategic enough. And that brings us back to the digital issue: you may have to invest in order to gain - sacrifice some short-term effects in order to make high returns in the future.

You politicians have got to look further ahead; you always got a Putter in your hands, when you ought to have a Driver.

Never make a decesion until you have to". He'd also warn me that even if I was in a position of strenght, whether at work or in a relationship, I had to play fair. "Just because you're in the driver's seat, doesn't mean you have to run people over.

Strategy was first used in Athens (508 BC) to describe the art of leadership used by the ten generals on the war council. Some argue for the more creative, human side, while others argue for the more analytic side of strategy.

Learn to use your brain power. Critical thinking is the key to creative problem solving in business.

My impression of Donald Trump, just having been around him. I don't think Trump needs a lot of advisers. I don't think Trump's sitting up there not knowing what he thinks, not knowing what he thinks is best. I don't think that as these things come and go, he runs around, "What do you think I should do?" I think what happens is he makes up his mind he wants to do something and then asks people how's the best way to make it happen. He goes and talks to the military.

No ruler should put troops into the field merely to gratify his own spleen; no general should fight a battle simply out of pique.

We have zero strategic thinking out of our White House. And we have a national security structure that has lost its way when it comes to strategic thinking and strategic decision-making.

Sometimes success isn't about making the right decision, it's more about making some decision.

Impatience is a poor substitute for a well-considered plan.

Strategic quitting is the secret of successful organizations

The greatest commander is he whose intuitions most nearly happen.

The leader of a company needs to have a decision tree in his head - if this happens, we go this way, but if it winds up like that, then we go this other way.

Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.

You have to commit to the what, before the how shows up.

In Washington, as we learned from the White House transcripts, a president may speak of kicking butts, call a problem a can of worms, decide not to be in the position of basically hunkering down, anticipate something hitting the fan, propose to tough it through, sight minefields down the road, see somebody playing hard ball, claim political savvy, and wonder what stroke some of his associates have with others.

The thing about goals is that living without them is a lot more fun, in the short run. It seems to me, though, that the people who get things done, who lead, who grow and who make an impact . . . those people have goals.

The right decisions come from the right focus. You’ll succeed if your focus is on the mission, not the money.

"What would I do if?.." By thinking tactically, we can more easily arrive at correct tactical solutions, and practice - even theoretical practice - tends to produce confidence in our solutions which, in turn, makes it easier for us, and thus quicker, to reach a decision.