5 practices to strengthen trust and lead your company in an infinite game

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. Margaret Dawson, Red Hat's VP and Chief Digital Officer, and Heath Slawner, Igniter at Simon Sinek, have a lively discussion about the difference between finite and infinite games, They will shed light on the fact that infinite games are all around us, and talk about how many of the struggles that organizations face often exist simply because their leaders are playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. When you instead embrace an infinite mindset, there is an opportunity to build stronger, more innovative, more inspiring organizations. Trust within the company strengthens. These companies 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. 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. Key Highlights: * See that we are all players in both finite and infinite games, in our work and lives, and be able to distinguish the difference between the two * Learn the five practices that are required to lead in an infinite game: Just Cause, Trusting Teams, Worthy Rival, Existential Flexibility and the Courage to Lead * Explore a new way of looking at your leadership and your organization and the environment in which it operates