You know, that idea that “Leaders are not responsible for the results” sounds crazy at first. But Sinek’s point is your real job is to build the team that delivers those results. It’s a total game-changer for leadership.
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Table of Contents
Meaning
The core message here is a fundamental shift in accountability. A leader’s primary responsibility isn’t the outcome itself, but the people who create that outcome.
Explanation
Look, I’ve seen this play out so many times. When you’re in charge, the easy thing to do is to just obsess over the numbers, the KPIs, the final report. But that’s management, not leadership. What Sinek is getting at—and he’s absolutely right—is that your real, lasting impact comes from investing in your people. You’re responsible for their growth, their environment, their trust. You clear the roadblocks for them. And here’s the magic part: when you do that, when you truly own the development of your team, the results… well, they just start to take care of themselves. It’s an indirect, but infinitely more powerful, path to success.
Quote Summary
Reading Level80
Aesthetic Score84
Origin & Factcheck
This is straight from Simon Sinek’s 2019 book, The Infinite Game. You sometimes see it floating around online unattributed or linked to other leadership gurus, but the source is definitively Sinek and that specific book.
Attribution Summary
Author Bio
Simon Sinek champions a leadership philosophy rooted in purpose, trust, and service. He started in advertising, then founded Sinek Partners and gained global attention with his TED Talk on the Golden Circle. He advises companies and the military, writes bestselling books, and hosts the podcast “A Bit of Optimism.” The Simon Sinek book list features Start With Why, Leaders Eat Last, Together Is Better, Find Your Why, and The Infinite Game. He speaks worldwide about building strong cultures, empowering people, and leading for the long term.
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Where is this quotation located?
| Quotation | Leaders are not responsible for the results; leaders are responsible for the people who are responsible for the results |
| Book Details | Publication Year/Date: 2019; ISBN/Unique Identifier: 9780735213500; Last edition: Penguin Random House 2019; Number of pages: 272 |
| Where is it? | Chapter 3: The Courage to Lead, Approximate page from 2019 edition |
Context
In the book, he’s making a crucial distinction between finite games (like football, with clear rules and end points) and infinite games (like business or life, which just keep going). In an infinite game, you can’t just play for a single quarterly result. You have to build an organization that can endure and adapt. And that requires leaders who build people, not just hit targets.
Usage Examples
So how do you actually use this? Let me give you a couple of scenarios.
- For a new manager: Instead of micromanaging a project deadline, sit down with your team member. Ask: “What’s the biggest challenge you’re facing on this? What do you need from me to be successful?” You’re shifting from taskmaster to enabler.
- When a project fails: The knee-jerk reaction is to find out what went wrong. A leader using this principle first asks, “Who on my team needs support or coaching after this? What did we learn as individuals?” You’re building resilience for the next challenge.
- In a performance review: Don’t just talk about the numbers they hit or missed. Focus the conversation on their growth. “What skill do you want to develop next quarter? How can I help you get there?” That’s investing in the person responsible for all future results.
To whom it appeals?
| Context | Attributes |
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| Theme | Principle (838) |
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| Audiences | coaches (1277), entrepreneurs (1006), executives (119), managers (441), teachers (1125) |
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| Usage Context/Scenario | corporate mentoring (3), HR conferences (1), leadership podcasts (1), leadership workshops (107), management books (1), organizational culture speeches (2), performance review discussions (1) |
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FAQ
Question: Doesn’t this let leaders off the hook when the results are bad?
Answer: Not at all. In fact, it makes them more accountable. If the results are consistently poor, it’s a direct reflection of their failure to hire correctly, train effectively, or create a culture where people can excel. The buck still stops with them, just at a deeper level.
Question: So leaders should just ignore results?
Answer: No, of course not. Results are the scoreboard. But you don’t win a game by staring at the scoreboard. You win by executing the plays, by having a well-trained team. The leader focuses on the plays and the players, trusting the score will follow.
Question: Is this only for corporate CEOs?
Answer: Absolutely not. This applies to anyone who has people relying on them. A project lead, a small business owner, a teacher with a classroom, even a parent. If you’re in a position to influence others, this mindset is your most powerful tool.
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