The Infinite Game

All these things are journeys, not events.

To deny the connection between feelings and performance is a finite-minded way of looking at leadership.

To live a life with an infinite mindset means thinking about second and third order effects of our decisions.

It's a phrase I will repeat again in this book: leaders are not responsible for the results, leaders are responsible for the people who are responsible for the results. And the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and re

Vision statements that place the product at the center of the vision are only useful so long as nothing better ever comes along, there is never a deviation in market conditions and no new technology is ever invented.

For the Infinite Game is still going and there is still much work to be done. Those victories must serve as milestones of our progress toward an idealized future. They give us a glimpse of what our idealized future can look like and serve as an inspiration to keep moving forward.

A Just Cause that is preserved on paper can be handed down from generation to generation; a founder’s instinct cannot.

Consistency becomes more important than intensity.

Though some people believed Apple could predict consumer preferences and see into the future, they couldn’t. In reality it was their infinite perspective that opened a path for them to innovate in ways that companies with more finite-minded leadership simply could not.