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the only true competitor in an infinite game, is yourself but what you have to have is a worthy rival - someone who is better than you in your own industry - or in another industry, who is better at something you do and instead of hating them and trying to beat them and trying to outdo them we learn from them, we admire them, we respect them because by revealing to us our weaknesses, it gives us tools to go back and see where we need to improve the goal is not to beat them the goal is to simply improve and stay in the game (src: [[video-the-infinite-game-how-to-lead-in-the-21st-century-simon-sinek....

If you work with someone to the left, and you work with somebody to the right, you can be a leader. Leadership is the responsibility for those around us. To see those around us rise. (src: Video_ The Infinite Game_ How to Lead in the 21st Century - Simon Sinek)

( https://kk.org/thetechnium/1000-true-fans/ ) A true fan is defined as a fan that will buy anything you produce. You need to meet two criteria. First, you have to create enough each year that you can earn, on average, $100 profit from each true fan. Second, you must have a direct relationship with your fans. The number 1,000 is not absolute. Its significance is in its rough order of magnitude — three orders less than a million....

(https://tinylittlebusinesses.com/) I came across this from a mail sent by the responsibility company. I have never felt good about the “permission” marketing approach by which we offer a “lead magnet” and then immediately hit you over the head with a “buy now” campaign. And yet, it is what most "experts" teach and what most marketers do. [...] To sell, we will use a strategic marketing framework devised by a couple of smart fellows we have been following and learning from: André Chaperon and Shawn Twing....

the total sales of *all* the lowest selling obscure items would equal or in some cases exceed the sales of the few best selling items (src: Article_ 1000 true fans - Kevin Kelly)

Everyone knows what we do. I can tell you what I do. You can tell me what you do. Some of us know how we do it The things that make us stand out or distinguish us from our competition. But very few people can clearly articulate why they do what they do. That purpose, cause or belief that underlies our work when we are passionate. (src: Video_ Simon Sinek on leadership, and finding your calling)

The why comes from the past it's who you are it's why the organisation was founded it's who you are as a human being it's the thing that drives you it is immutable it will never change, no matter what happens in your life it comes from looking backwards a just cause comes from looking forwards it is an unrealised future that if your why were to be brought to life in the most magical of ways the world that would exist, would be this world it is the dream it is the fantasy we call it vision because we can see it so you have to be able to articulate what this world looks like in terms so clear that other people go "I can see it!...

Feeling fulfilled and loving our work is a right, and not a privilege We should demand it of our leaders. That they provide an environment that we enjoy coming to work every day. -- Simon Sinek

Article_ 1000 true fans - Kevin Kelly How to live well (aka earn money) as a creator in a niche. Article_ Better than free - Kevin Kelly Assuming you can’t defend copyright, and everything digital will eventually be free on the internet. How can you earn anything then from creating digital products? Article_ We are creators - André Chaperon, Shawn Twing 1. Serve first 2. get paid (well)

(https://www.youtube.com/watch?v=51uE4WTvs5M&t=183s) This video was more of a rapid file questions. While it contains a lot of information… …the format does not do Simon justice. He is a great speaker, and in his best talks you can feel his pain, his beliefs, his vision. Here the buildup to that is constantly interrupted by the next question. Book: Together is better - Simon Sinek Model_ what, how, why Everyone knows what we do....