The Infinite Game
Takeaway:
There are two types of thinkers, actors, and organizations in the world - the finite and the infinite. The finite think only about the short term benefit or consequences, but the infinite know that they are working for a higher purpose - which just so happens to make a bigger impact on the world and their own success.
Guiding Questions:
Are you focused on how you benefit or a bigger cause?
How do you transition to become an infinite thinker?
What will happen to you and those around you when your actions become infinite?
How can you influence your teams to be more infinite?
Summary:
The news is full of bad actors in business. We celebrate those who are super wealthy and “successful,” and oftentimes ignore what harm they have done to get there. With leaders looking primarily to appease their boards and demonstrate growth in earnings or test scores, it can be easy to ignore what long-term impacts are made with finite thinking.
To be a finite thinker is to think of the short term or to focus on yourself. These are the bosses that hound their employees to prevent themselves from looking bad. They want all employees to strive for a single goal, and that goal is oftentimes self-serving for the leader.
I recall one supervisor of mine who said he was more than happy to write a letter of recommendation for me as I was working my way up in leadership. Then, when asked for this letter, he simply said that he refuses to write it just in case I do not turn out as well as my new boss would hope. He refused to recommend me just in case it may have the slightest impact on him - this is a finite leader.
To become an infinite thinker, there are five common practices that are essential to their success. With the goal being more than about themselves, more than just a fiscal quarter or a year, infinite leaders look to the big picture to have the biggest impact for all.
Advance a Just Cause
We all have passions and motivations. We also have things that bother us when they are unjust. A just cause is more than just that, it is a rallying cry for something moral, ethical, and oftentimes immaterial. Simon writes that just causes are 1) for something, 2) inclusive of all team members, 3)service oriented, 4) resilient, and 5) idealistic. In other words, it is risky, but something bigger than you and you can get your team behind. It is more than numbers, earnings, or a finish line. In fact, there is no finish line. It is a call to arms for a meaningful and relevant purpose that makes a real difference in the lives of others.
Build Trusting Teams
No worthy just cause can be achieved by just a single person. Building trusting teams is essential in pursuing the just cause. Trusting teams have a heavy dose of both vulnerability and expertise. It means that you have the right people on the bus, in the right seats, and you are all willing to go to war and through war together. It also means that there are no preferences for any one division, department, or individual over another. When all members of a team can be excited about their just cause and have trust with each other, you are well on your way to having an infinite organization.
Study Your Worthy Rivals
These organizations and people are not your enemies and it is not a competition, but you are looking at what others are doing really well and understand why they excel. By knowing what others are succeeding at allows your organization to know where trends may be headed or, more importantly, how you can be different. Know that others will always be your superior in some way, so aim to learn from them.
Prepare for Existential Flexibility
Great organizations are not stuck in one business or educational model, but can change based on the need and opportunities around them. One school that I worked at was very traditional and clung to the old British national curriculum. With that came traditional mindsets and teaching practices. When the head of school brought in a much more international staff and curriculum, student performance soared! You can only imagine how happy the teachers and parents were to see this change. However, making that big change was really difficult. The school was having an identity crisis and people were threatening to leave. In the end, many did leave, but those who stayed are now at one of the best schools in the country!
Demonstrate the Courage to Lead
More than just showing up or earning the job, to lead well means to lay yourself open. It requires a sincere amount of humility to be responsible for others. Guiding people in what you hope is the right direction is scary. Being willing to make decisions and not just follow traditions, norms, or hive thinking can put a target on you. But, great leaders are willing to take smart risks. They know when their team, values, just cause, and opportunity line up and when to go for it.
Leadership Thoughts:
Being an infinite thinker is to be different. You are looking outside of yourself and the short-term needs and wants of an organization. This is not at the cost of your people, but is oftentimes at your own personal risk. Lead your teams, teachers, and staff with courage and an ever present eye on the infinite. Know that while trends, boards, and supervisors may change and chase after new ideas or even cling to tradition, be willing to take smart risks to pursue that which really matters. Afterwards, do not be surprised when you begin to see radical success.