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The Infinite Game

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Do you know how to play the game you're in? In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or Do you know how to play the game you're in? In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future. Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace. I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.


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Do you know how to play the game you're in? In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or Do you know how to play the game you're in? In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future. Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace. I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

30 review for The Infinite Game

  1. 4 out of 5

    Mehrsa

    I was going to avoid reading this book and I knew I was going to fail to avoid reading this book because these sorts of books are my weakness. I did not like for the same reason I knew I was not going to like it: it's a book full of cherrypicked stories of success and failure that tries to tie up a theory into a neat binary that shows how to fail and how to succeed. In this book, it's about infinite games vs. finite games. And the same stories of success: apple vs. microsoft, Blockbuster vs. I was going to avoid reading this book and I knew I was going to fail to avoid reading this book because these sorts of books are my weakness. I did not like for the same reason I knew I was not going to like it: it's a book full of cherrypicked stories of success and failure that tries to tie up a theory into a neat binary that shows how to fail and how to succeed. In this book, it's about infinite games vs. finite games. And the same stories of success: apple vs. microsoft, Blockbuster vs. Netflix, etc. There are a hundred and one reasons that some companies do better than others--maybe it's because Apple was playing an infinite game and microsoft wasn't? But I sort of doubt it? Either way, it's impossible to prove without being totally unscientific. What I thought was really interesting about this book is that it is a book for business people where the author goes against the typical justifications for having a business. Sinek basically says you shouldn't be doing it (or that you won't be successful doing a business) if you're just in it for the money. It should be about something bigger and more world-changing. But actually, I don't know. I mean, sure it makes people who spend all their hours working at a company to believe that they are doing good for the world, but I just think most of that mission stuff is BS. The job of a company is to make money. It'd be great if they could do that without destroying the planet and preying on people (cough...Wells Fargo), but I just am not going to hold my breath and hope that the business community saves humanity with their infinite games.

  2. 5 out of 5

    s e a n

    This is a review of the book and not the concept. And full disclosure: I’m a Simon Sinek stan and I have been powerfully moved by Start With/Find Your Why and it was a catalyst for wholesale review of my leadership approach. Leaders Eat Last was similarly inspiring. The concept of infinite rather than finite games is compelling. The first chapter adequately explains finite and infinite games, explains what a just cause is and how to measure/identify it. This is where the great concept is let This is a review of the book and not the concept. And full disclosure: I’m a Simon Sinek stan and I have been powerfully moved by Start With/Find Your Why and it was a catalyst for wholesale review of my leadership approach. Leaders Eat Last was similarly inspiring. The concept of infinite rather than finite games is compelling. The first chapter adequately explains finite and infinite games, explains what a just cause is and how to measure/identify it. This is where the great concept is let down by the rest of the book. The subsequent chapters are a laboured exposition of the ideas in the first chapter and, in my view, unnecessary. The first chapter represents a really great synthesis of many current ideas and practices around psychological safety, vulnerability and authenticity. Many of these things Simon Sinek has written about and speaks about. Unfortunately the rest of the book does very little to add to the concepts in the first chapter. The subsequent chapters take the form of corporate history lessons which, whilst well researched, are rather dry and they don’t generate inspiration. I don’t like to criticise for its own sake and as Brene Brown says, if you’re not in the ring then I don’t welcome your criticism. I offer this review as an honest reflection by a massive fan of his work, purpose and cause.

  3. 4 out of 5

    Tõnu Vahtra

    I got the first warning with Find Your WHY that Sinek's "best before" might be passing but I ignored this warning hoping to find something at the level of Start with WHY or Leaders Eat Last, but this book does not reach to that level. I was annoyed by the fact how the author was conflicting with his own preaching (tolerance and seeking synergies) when coming back again and again to criticize Jack Welch (General Motors), Microsoft (while over-idealizing Apple), Collins and others. In some cases I got the first warning with Find Your WHY that Sinek's "best before" might be passing but I ignored this warning hoping to find something at the level of Start with WHY or Leaders Eat Last, but this book does not reach to that level. I was annoyed by the fact how the author was conflicting with his own preaching (tolerance and seeking synergies) when coming back again and again to criticize Jack Welch (General Motors), Microsoft (while over-idealizing Apple), Collins and others. In some cases it felt that he was just criticizing without really understanding in wider context what he was talking about (i.e. reproaching Buffet and saying that share buybacks are almost always a bad sign). Still, some credit should be given here because the infinite/finite mindset model is indeed a different perspective for mental models and helps to explain some important aspects of sustainability. I did like the discussion around CEO role and how COO or CFO should not be seen as the natural career path to CEO (lacking the vision component) but they should be seen as complementing each other. There is a lot of comparison in this book between the infinite and finite mindset but it is lacking a proper toolset to realize it (like Cynefin). It also argues against Moonshots (or BHAG from Collins) and their finite nature, but you do need milestones to strive towards to make your most fundamental WHY actionable. “The true value of an organization is measured by the desire others have to contribute to that organization’s ability to keep succeeding, not just during the time they are there, but well beyond their own tenure.”

  4. 5 out of 5

    Seth Davis

    I'll give this book a rather generous 4 stars. It starts slow and seemingly as pure author conjecture. Basically, the point is that it if you only focus on the near-term results you'll lose over the long term. It's a concept you want to believe in. However, for the first half of the book, there is little support for the case. In the second half, there are stronger anecdotes as evidence to point out why people want to be involved. To no one's surprise Apple shows up large in the long term vision I'll give this book a rather generous 4 stars. It starts slow and seemingly as pure author conjecture. Basically, the point is that it if you only focus on the near-term results you'll lose over the long term. It's a concept you want to believe in. However, for the first half of the book, there is little support for the case. In the second half, there are stronger anecdotes as evidence to point out why people want to be involved. To no one's surprise Apple shows up large in the long term vision category, however they are dropped a bit as an anecdote when it comes to the aspects of the treatment of employees, to be simply picked back up again later. This is the kind of book you want your leaders to read and to believe in. That's ultimately why I give it the extra star. The book itself does only an ok job of making the point. Both of his previous books are ultimately better, however. I'd give this one a pass unless you are a fan of everything Sinek or a potential CEO who wants to think about how to best lead your company.

  5. 5 out of 5

    Alexander Rivas

    This is such a well-timed book for the internship I have right now because I can see how the company is playing the game they are in. All the case studies in this book reinforce the idea of having an approach to the business your in as an infinite game. This goes contrary to what most businesses do and what seems logical, that nothing lasts forever and milk it for all its worth. Plus you add variables like pleasing the shareholders who seek appreciation and dividends on their investments, and This is such a well-timed book for the internship I have right now because I can see how the company is playing the game they are in. All the case studies in this book reinforce the idea of having an approach to the business your in as an infinite game. This goes contrary to what most businesses do and what seems logical, that nothing lasts forever and milk it for all its worth. Plus you add variables like pleasing the shareholders who seek appreciation and dividends on their investments, and that makes the game more short term and finite. There are also case studies that display the bad that can happen when you play the game as if it is a finite game. Most good advice is contrarian and this philosophy will be something difficult to implement due to it being a long term play. Not everyone is going to want to play the game as if it was infinite. But if the majority of the employees, especially the leadership of the company, approach their work with an infinite game mentality, then you have an advantage. To have a competitive advantage is the holy grail for a company and if a company can sustain that infinite game mentality in an organized way, they will attain the competitive advantage they seek.

  6. 5 out of 5

    Boni Aditya

    So, Simon Sinek decides to publish yet another book about Leadership. No Wonder! His last book - Leaders Eat Last is an epic. His stories reminded of moral science stories that were told over and over again in our childhood. To push us down the path of morality, ethics etc... But there is a stark difference between his previous works and this one, though the content remains the same i.e. Leadership and Professional Ethics! His examples used to be extremely well picked, and apt for the concept So, Simon Sinek decides to publish yet another book about Leadership. No Wonder! His last book - Leaders Eat Last is an epic. His stories reminded of moral science stories that were told over and over again in our childhood. To push us down the path of morality, ethics etc... But there is a stark difference between his previous works and this one, though the content remains the same i.e. Leadership and Professional Ethics! His examples used to be extremely well picked, and apt for the concept being discussed, but this book they seem to be repetitive and almost the same examples were repeated over and over. In his previous books a concept previously discussed was never repeated in another chapter, if it was repeated it was done through an example in a diverse field i.e. he got examples from biology, neurology and other to complement professional behavior. But in this book such an attempt was not made. It is extremely clear that the book is a half-baked attempt to publish a book for the sake of publishing it. This is unlike Simon Sinek, for someone who preaches so much conviction and integrity to get one through the publisher and through the audience. Also, the Finite and Infinite Mindset for corp orates is not his original concept. It is directly taken from Carol Dweck's Mindset book - In which she talks about individuals with fixed mindset vs individuals with growth mindset and also talks about organizations with fixed vs growth mindset. I don't understand how Simon Sinek claims it for his own, when she has done so much about it. But, the books seems to miss the scientific rigor that Simon often brings to these discussions, there is now no science or logic behind this except berating a few leaders and their companies and their strategies. Though the concept of Infinite Game and Playing for the sake or playing while protecting the environment hold true, but they are not really as original as his other ideas. This entire book seems to be a derived work. One area of the book that stood out in stark contrast is when the author talks about his rivalry with another author, albeit a self-imposed competition. Nonetheless, the author goes on to reveal his kryptonite in Adam Grant, but what is interesting is that - This has also been discussed at length by another author by name, Joshua Wolf in his book - Powers of Two. Thus, most of his concepts have already been discusses at length by many other author, when he talks about Navratilova and Lloyd, this example has also been discussed so many times that it has become trite! Thus, it is safe to assume that Simon Sinek is losing his charm! But there is some value addition from the book - Yet, again it is useful for leaders - There is another book with a similar context about grooming leaders - "What got you here won't get you there". The book also adds value, by correctly identifing the parasitic nature of Wall Street, this would the second book that I have read in a week, that identifies the toxic nature of Wall Street and its impact on the immediate and NOW greed vs the long and sustaining greed as preached by the Prudent Capitalists. Wall Street is just a growth lusty and growth greedy, demon preying on all the companies at its sight. Any public company that falls prey to Wall Street will likely live under a constant threat of share price blackmailing! Here is a list of books that the author has mentioned in this work: Books: Finite and infinite games - a vision of life as play and possibility.  James p carse Built to last Good to great Wealth of nations The shareholder value myth Dare to lead Winning - jack Welsh Originals Give and take Leaders eat Last Keywords from the Book: North Vietnam infinite war Apples infinite business, Kodak and swiss army knife resilience. Zune vs iPod, urgent vs important Self preservation and self promotion, loss of trust Glasteegle act Vavilov seedbank - Leningrad Nazi sieze - starvation Just Cause - future State 1. Affirmative - for something 2. Inclusive - open to all 3. Service Oriented - contributor should not be the primary beneficiary 4. Resilience - culture, political 5. Idealistic - unachievable Just cause on paper not on instinct. Just cause vs false cause Just cause vs moonshot Bhag (Big hairy audacious goal) not infinite game Just cause is context for finite, infinite objectives and impossible moonshots Being the best is not a just cause Garment dash mountain Just cause should direct the business model not vice versa. Best product is not a just cause. Growth is not a just cause Money is the fuel for a just cause, not a cause in itself Hyper growth becomes a bane. Growth for the sake of growth, will result in eating for obesity. CSR is not a just cause. Charity, walkathon s or give aways are not just causes. Finite leaders vs infinite leaders Mike Duke vs Sam walton John Scully vs Steve jobs Steve balmer vs bill gates Kevin Rollands vs Micheal Dell Robert nordelli at home Depot CVO - Chief Vision Officer CEO - CFO/COO complementary skill sets, not replacements but partnerships Different career paths Milton Friedman shareholder capitalism vs Adam Smith's consumption capitalism Propensity for self interest - the invisible hand. Shareholder primacy theory Finite minded capitalism vs infinite capitalism Capitalism abuse Laws and ethical customs - are exploited by companies. Friedman's standards. Investors and shareholders behave like renters. Larry fink - open letter - black Rock Stakeholder model and triple bottom line Will and resources Leadership priorities: bias for resources Cost of will: Finite view: employers as costs Infinite view: humans with infinite potential Costco and apple 90 percent retention in retail. Container Store - pay cuts and 401k no match Mercenaries vs zealots Shell Ursa oil rig: Rick fox vs claire noya Transactional relationship vs trusting relationships Safe being vulnerable and asking for help. High performance vs high trust Jack Welch Performance vs potential Hire and promote - high trust persons over high performers with low trust Chief coli - CRPD - circle of trust - listening sessions for truth Officer jake coil Toxic culture vs good performers Fear - in face of fear, we hide the truth Malali in Ford - Bpr s - business plan reviews - green - yellow - red Honesty and accountability die before the feeling of fear Culture = values + behavior Incentive trust Responsible freedom Dirt jumps and donuts CRPD infinite war strategy against drugs. In weak culture - people find safety in rules  In strong culture - they find in relationship Training new leaders. LRC - Leadership Reactionary course Marines in quantico Job of leader = build new leaders Leaders are not responsible for results, They are responsible for people Creating safe environments to be vulnerable around each other. Ethical Fading: Wells Fargo - millions of fake accounts Cutting corners is incentivized And integrity penalized Impossible to meet quotas Incentive to cheat to save job Nobody in Wells Fargo went to jail When good people do bad things: EpiPen - extreme allergy for bees,  Mylan bought EpiPen - Monopoly - 22 percent per year After 15 price hikes it went from 100 $ to 600$ Settled with govt for 465 mil for overcharging Zero guilt - defensive and unapologetic Self-deception: rationalization of ethical Fading Words, euphemism, language Torture vs enhanced interrogation Gamification vs addiction Data mining vs tracking Convenience fee vs surcharge Remove ourselves from the chain of causation and blame the system. Blame consumers for consumer problems Don't like it - then don't buy it. Blaming consumer choices Will to do the right thing vs pressure The good Samaritan experiment for priests Legal vs ethical responsibility Slippery slope of ethical Fading Structure replacing leadership Timesheets Leonard Wong - Lazy leadership Trust on process vs people Process to replace judgement Sodiers checking boxes People problem can only be fixed by people, not training, certification or other processes Patagonia - don't buy this jacket Constant improvement and ethical action Patagonia does not exploit loopholes it closes them. Competitors vs rivals Simon sunek vs Adam grant Winning vs improvement Lloyd vs Navratilova Scarcity vs abundance Turnaround Ford - malali Change the way you play the game GM and Chrysler bailouts endorsed by malali Rivals are part of the ecosystems To keep suppliers in business Pc revolution Navy vs pirates IBM vs apple  Welcome to the PC world ad - one page ad Competitors look for customers vs rivals look for followers Apple vs blackberry Disruption is a symptom of a finite mindset Lost sight of their own vision trying to beat apple 99 percent drop in 4 years Cause blindness: Fail to recognize other points of view John Douglas - criminal profiling  Serial killers vs FBI Don't confuse losing a rival with winning the war No winning in infinite game, USA did not win the cold war, USSR drained of will and resources, and dropped out. USA became unrivaled and imposed it's will over the world. Strong players believe they can control the game and other players. Groupon Uber - examples of leaders neglected people and culture. Coldwar 2.0 Single rival improves focus. Internal squabbles arises, as they see each other as existential threats. Republicans vs Democrats FBI vs NSA etc... Blockbuster vs netflix Taxi companies vs uber Sears vs Walmart and e-commerce Infinite player without a worthy rival slides into finite game Existential Flexibility: Walt Disney - existential flex Animated film that could elicit emotions - snow white and seven dwarfs - full feature length Idyllic childhood - Elias Disney - failed farm - move to city from marsilline Roy wanted to take company public. Walt Disney left Disney and formed WED, to built Disney Land Better way to advance your just cause. Strategic shifts might be Reactionary while existential flex is offensive. Shiny object syndrome vs existential flex Protecting the business model (finite) vs the cause (infinite)  Look outside the industry and beyond the horizon. Apple - invest in GUI, change course and build product from scratch. If you don't blow it up someone will Kodak Eastman 1975 - first digital camera - challenged their business model Steven Sassoon - failed to convince the leaders to adopt digital. Reconfigure the company to advance the cause. Short term hell to long term just cause. Nikon and Fuji introduce me fully digital camera 10 years later - 1988 Kodak made billions from patents Strong balance sheet does not make a strong company. 2007 patents expired and Kodak declared bankruptcy in 2012 Existential inflexibility. The Courage to Lead: CVS - stopped selling cigarettes losing 2billion in revenue Cigarette sales decreased by 1 percent while Nicotine patch sales rose by 4 percent Other brands are now willing to associate with CVS Pressure to succumb to finite game is overwhelming. Courage to change mindset The power of purpose: America west: Doug parker meets Mary - flight attendant Mid contract raises amid protests from wall Street analysts Wall greens vs CVS  Cigarette sales Leadership courage - integrity not damage control. Companies and leadership straying off course Employees mirror leaders

  7. 4 out of 5

    Daniel Araújo

    Sinek had an interesting idea, one that is worth exploring: finite VS infinite games. The first chapter covers it. All the rest are stories trying to fit a loose framework built to make it a book. It should be a (very good) medium post, in my view.

  8. 4 out of 5

    Gregory Koberger

    I heard about this a lot on twitter and wanted to give it a try. Like many business books, it uses the formula of taking a simple premise and attributing the success of every successful company to simply following the title of the book. It probably could have been a tweet stream more than a book, but overall it was still a pretty good read (and I definitely like the premise overall, even if it’s a bit simplistic).

  9. 5 out of 5

    Russ

    I would best describe this as a whiny rant against the modern incarnation of capitalism and the psycho and sociopaths that run them. Sinek does well to differentiate between the finite game of business with clear cut winners and losers and the infinite game played by long term visionaries who take a more nuanced look at capitalism. Milton Friedman and Wall Street come off roughly as the villians in the new form (according to the author) of share price maximization and management compensation I would best describe this as a whiny rant against the modern incarnation of capitalism and the psycho and sociopaths that run them. Sinek does well to differentiate between the finite game of business with clear cut winners and losers and the infinite game played by long term visionaries who take a more nuanced look at capitalism. Milton Friedman and Wall Street come off roughly as the villians in the new form (according to the author) of share price maximization and management compensation fraud that permeates our public companies. As a corporate refugee, I can't disagree with Sinek's assessment. I've always been troubled by Friedman's ethics free approach to business in a world without morals or common cause beyond profit maximization. While Sinek provides an outline for companies to convert to the more beneficial infinite game, he doesn't provide a roadmap. That will be the tough part - convincing capital to invest better and take a systemic view.

  10. 4 out of 5

    Maddie Nastase

    It's good to have you back, Simon!

  11. 5 out of 5

    Scott Wozniak

    Sinek is a great writer, so the ideas are clear and flow smoothly from one to the other. But what's better than the skill is the power of the big idea. Playing a finite game means thinking short-term, that in order for me to win others have to be cut down, and being too narrow in your measure of success. But when you play the infinite game, then there is still competition, but it's the spurring on of worthy rivals (who are often friends) and building for the long-term, etc. The general Sinek is a great writer, so the ideas are clear and flow smoothly from one to the other. But what's better than the skill is the power of the big idea. Playing a finite game means thinking short-term, that in order for me to win others have to be cut down, and being too narrow in your measure of success. But when you play the infinite game, then there is still competition, but it's the spurring on of worthy rivals (who are often friends) and building for the long-term, etc. The general inspiration is good. The application to business, with specific choices you make differently was excellent. It's still more a philosophical book than a tactical book, but it's a philosophy that makes a big impact on many details.

  12. 4 out of 5

    Rajiv Srinivasan

    For avid business and management readers, this book will seem both obvious, and preachy. Sinek is a gifted story teller and I enjoyed the segments on the seed bank, CVS’s bold move to stop selling cigarettes, and a few other notable corporate moves. But Sinek is not a PhD researcher. He doesn’t actually have a background as a corporate operator, and both these gaps were very apparent in this book...to me at least. He’s not wrong; his thesis is quite correct... but it’s a little...obvious; and an For avid business and management readers, this book will seem both obvious, and preachy. Sinek is a gifted story teller and I enjoyed the segments on the seed bank, CVS’s bold move to stop selling cigarettes, and a few other notable corporate moves. But Sinek is not a PhD researcher. He doesn’t actually have a background as a corporate operator, and both these gaps were very apparent in this book...to me at least. He’s not wrong; his thesis is quite correct... but it’s a little...obvious; and an over reported message in management books these days. But maybe I’m desensitized because I’ve been very fortunate to work for infinite minded organizations, and I read quite a bit of this stuff :)

  13. 4 out of 5

    Annie

    The concept of Infinite Game applies to situations where there is no end, no true winners or losers. A company claiming to be the "best" is subjective. And being the best according to their own measurement doesn't ensure the longevity of the company. A leader who play the Infinite Game is a steward of the company. It's not just about his/her career in the company but also that the company is robust enough that it will be around for future generations. Leaders who play the Infinite Game know to The concept of Infinite Game applies to situations where there is no end, no true winners or losers. A company claiming to be the "best" is subjective. And being the best according to their own measurement doesn't ensure the longevity of the company. A leader who play the Infinite Game is a steward of the company. It's not just about his/her career in the company but also that the company is robust enough that it will be around for future generations. Leaders who play the Infinite Game know to create an environment where people feel safe to express their opinions, embrace core values in their policies and practices, behave ethically, and build trust. The last few chapters on ethics and trust will sound familiar as there are already many books on these topics.

  14. 4 out of 5

    AJ Payne

    Audiobook. I found this one to be really inspirational. I know a lot of these books are pretty similar in talking about the same ways to be a leader that are meant to inspire, but not all of them hit you the same way - this one really worked for me. Perhaps it’s the time I’m reading it, as I’m developing my own identity as a leader, or maybe it’s just really that good and inspirational, but either way I read it at the right time and am able to put some of the ideas and practices into action right Audiobook. I found this one to be really inspirational. I know a lot of these books are pretty similar in talking about the same ways to be a leader that are meant to inspire, but not all of them hit you the same way - this one really worked for me. Perhaps it’s the time I’m reading it, as I’m developing my own identity as a leader, or maybe it’s just really that good and inspirational, but either way I read it at the right time and am able to put some of the ideas and practices into action right away. Which I suppose is the goal. But I really liked this one.

  15. 5 out of 5

    Joshua

    My bosses need to read this book. Several years ago, the school district I worked for had a superintendent who asked all the leaders in the district to read It Starts With Why. Unfortunately, to use the terminology of this book, the school board is filled with Finite mindsets, and his contract was not renewed. He was replaced with someone who does not think the same way. The current administration should read this book immediately.

  16. 4 out of 5

    Abhi Yerra

    I really like Simon Sinek and his last book Leaders Eat Last, I thought was one of the best business books ever explaining why society is as it is. The Infinite Game is more a practical book on how to transform your and your organization’s goals to be infinite minded versus finite minded. Overall a good follow up but it is becoming tired that all business books use the SEALs and FAANG companies for many examples.

  17. 4 out of 5

    Jb

    The usual theme of thinking long term and humans first. I like the author tone and voice. Except for overusing Apple and Kodak as examples, this book feels fresher than most on the topic. He is not trying to bend cliche psychological studies into his narrative. The book is just about the logical gain from thinking long term. We all know it but being reminded of it by eloquent author is always nice. Quick and simple read anyways.

  18. 4 out of 5

    Adam Merrifield

    I just finished Simon Sinek's Infinite Game. It's as shallow/thin/obvious as his other work, and certainly repeats the words "infinite" and "finite" ad nauseam, but like all of Simon's work, there are real, solid nuggets of truth that you'll end up using every day. I've even quoted some of it to my team.

  19. 4 out of 5

    Dustan Woodhouse

    I took my time with this one. A chapter here, a different book there, then another chapter of this one. A delectable meal that one enjoys returning to over and over. My key thought from this book is that a better company will grow bigger, but it’s a rare thing for a bigger company to grow better.

  20. 5 out of 5

    Georgi Nenov

    This book is by far the best one coming out of the author. If "Start with WHY" can be summarized in 20 minute video (Check Simon's TEDx video with the same title) "The Infinite Game" is way, way deeper and more meaningful. It hits important ideas like "vision" and "values" from the management perspective. There are no repetitive examples and stories, the summaries are simple and straight-forward and I am simply blown away by the first listen (I'm an audiobook enthusiast), I can wait to start This book is by far the best one coming out of the author. If "Start with WHY" can be summarized in 20 minute video (Check Simon's TEDx video with the same title) "The Infinite Game" is way, way deeper and more meaningful. It hits important ideas like "vision" and "values" from the management perspective. There are no repetitive examples and stories, the summaries are simple and straight-forward and I am simply blown away by the first listen (I'm an audiobook enthusiast), I can wait to start over again with a pen and paper as there are plenty of stuff that I need to get my head around written inside. I highly recommend that you read and try to comprehend the idea about "the infinite game".

  21. 5 out of 5

    Adrian O’Farrill

    An absolute must read for anyone wanting to strengthen their goals in life. It offers a perspective change that will leave you feeling not only inspired, but hungry to go out and apply the knowledge.

  22. 5 out of 5

    Felipe Plets

    Simon Sinek is very inspiring in his new book. The Infinite Game is about what make organizations and people to be successful in the long term. It is a strong candidate to became a leadership classic that inspires people to work to advance causes and not just for the sake of profit, one that help people to look differently to the market and it’s rivals and be leaders in the infinite game.

  23. 5 out of 5

    Kristi Erickson

    I didn’t think this book was very good - lots of skimming the surface of a concept and using the same examples over and over. I did like the idea/ concept of finite vs infinite mindset. And the chapter on trusting teams is worth a read.

  24. 4 out of 5

    Adrian Luben

    Great book! ..as all the others from Simon :)

  25. 5 out of 5

    Kevin McShane

    Pick a good mission. Stay on it.

  26. 5 out of 5

    Amy Prosenjak

    “When leaders use process to replace judgment, the conditions for ethical fading persist... even in cultures that hold themselves to higher moral and ethical standards.”

  27. 4 out of 5

    Stuart Ashenbrenner

    Simon Sinek's books on leadership are the BEST there are. This one is no exception. Any book he writes, I will read. They're all on the top of my list of leadership books, along with John Wooden.

  28. 4 out of 5

    Kevin

    Would give it 6 stars if possible. Amazing book.

  29. 5 out of 5

    Benjamin Marcher

    Do yourself a favor and read the source material instead of this hyper-opinionated book. While the author does do a lot of work to make good points and detail different companies and institutions that have made finite and infinite choices, he often looses track of his point, and rambles for pages, oft repeating himself back to back to back to back to back to back to back to back to back to back to back until you're glad you read this book from a friend to ensure he receives no royalties.

  30. 4 out of 5

    Anna Bristow

    This book has found its way onto my “read every few years” list. I listened to the audiobook production and liked it very much, but with so much information and statistics I plan to read a paper-based copy next time. Truly a remarkable book! I can’t recommend it enough.

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