This post is part of an ongoing series on the books that I have read as part of my continual professional development (CPD). All of my CPD posts are available at the following link: Continual Professional Development
As a technology consultant and podcast host, I’m constantly seeking frameworks to navigate the complexities of the modern workplace, particularly within the technology sector. Simon Sinek’s “The Infinite Game” has become a recurring theme in my work, offering a powerful lens through which to view leadership, teamwork, and innovation.
This blog post explores how the principles of the infinite game resonate with the challenges and opportunities faced by technology teams today, drawing on key quotes from the book and illustrating their relevance with examples from my experience and recent podcast conversations. I’ll be sharing how applying these ideas can foster more resilient, collaborative, and ultimately successful technology organisations.
The Importance of a Cause Greater Than the Product
One of the most striking insights from “The Infinite Game” is the distinction between a finite and an infinite mindset. A finite mindset prioritises short-term gains, such as individual promotions or financial enrichment, while an infinite mindset focuses on advancing a cause larger than oneself. This is powerfully illustrated by Sinek’s observation on the publishing and music industries. Rather than simply selling products, these industries could have focused on the underlying value they provided—spreading ideas, sharing music—and in doing so, created more enduring and impactful businesses.
Publishers saw themselves in the book business instead of the spreading-ideas business and thus missed the opportunity to capitalize on new technology to advance their cause. They could have invented Amazon or the digital e-reader. Had the music industry defined themselves as the sharers of music rather than sellers of records, tapes and CDs they would have had an easier time in a world of digital streaming. By defining themselves by a cause greater than the products they sold, they could have invented services like iTunes or Spotify. But they didn’t… and now they are paying the price for it.
This quote highlights a crucial lesson for technology leaders. In today’s rapidly evolving tech landscape, it’s easy to get caught up in the latest trends or the pursuit of incremental improvements. However, true success comes from having a clear vision—a cause—that guides your technology decisions and inspires your team. This could be about empowering users, solving a specific societal problem, or creating a platform for innovation. When a technology team is driven by a compelling cause, it’s more likely to weather the inevitable storms and achieve lasting impact.
Cultivating a Circle of Safety for Team Success
Building trust and psychological safety within a team is paramount for high performance. Toxic team members often undermine this safety by focusing on personal gain at the expense of the collective good. Leaders who inadvertently encourage internal competition can exacerbate this problem, creating an environment where vulnerability is discouraged and mistakes are punished. Sinek emphasises the importance of creating a “Circle of Safety”—an environment where people feel comfortable being vulnerable and asking for help.
Toxic team members are often more interested in their own performance and career trajectories than they are with helping the whole team rise. And though they may crush it in the near term, the manner in which they achieve their results often contribute to a toxic environment in which others will struggle to thrive. Indeed, in performance-obsessed cultures, these tendencies are often exacerbated by leaders who encourage internal competition as a way to further drive performance. A Circle of Safety is a necessary condition for trust to exist. It describes an environment in which people feel psychologically safe to be vulnerable around their colleagues. Safe to admit mistakes, and, of course, ask for help with the confidence that others will support them instead of using that information against them.
I’ve seen first-hand how a lack of psychological safety can stifle innovation and lead to project failures. When team members are afraid to speak up, share ideas, or admit mistakes, the team as a whole suffers. Leaders must actively cultivate a culture of trust and support, where vulnerability is seen as a strength, not a weakness. This means fostering open communication, celebrating learning from failures, and modelling vulnerability themselves.
💡 Reminder
The idea of both psychological safety and a circle of safety feeds directly into my ideas around Communities of Practice, which I wrote about recently.
Leadership as Enabling, Not Controlling
The role of a leader is not to dictate outcomes but to create the conditions for success. This involves empowering individuals, fostering collaboration, and ensuring that information flows freely. Sinek argues that leaders are responsible for the people who are responsible for the results, not for the results themselves. This is a powerful shift in perspective, moving away from a command-and-control model to one of enablement and support.
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 received. In short, an environment in which people feel safe among their own. This is the responsibility of a leader.
This principle is particularly relevant in technology. Instead of micromanaging tasks or focusing solely on output, leaders should focus on providing their teams with the resources, support, and autonomy they need to succeed. This means fostering a culture of continuous learning, encouraging experimentation, and celebrating both successes and failures as opportunities for growth. It’s about building a team that can self-organise and adapt to changing circumstances.
💡 Tip
I’ve written about how leadership’s main goal is empower, enable, and support their reports rather than control them, in my notes from Extreme Ownership.
Finding Worthy Rivals to Drive Improvement
The infinite game isn’t about avoiding competition altogether; it’s about choosing the right competitors—those who challenge us to be better. Sinek highlights the importance of having “worthy rivals”—organisations or individuals who excel in certain areas and push us to improve. This isn’t about moral alignment; it’s about identifying those who can inspire us to raise our game.
Having a rival worthy of comparison does not mean that their cause is moral, ethical or serves the greater good. It just means they excel at certain things and reveal to us where we can make improvements. The very manner in which they play the game can challenge us, inspire us or force us to improve. Who we choose to be our Worthy Rivals is entirely up to us. And it is in the best interest of the Infinite Game to keep options open.
In the technology world, worthy rivals can take many forms—innovative startups, established competitors, or even internal teams striving for excellence. By studying their strategies, technologies, and approaches, we can identify areas where we can improve our own offerings and processes. This isn’t about imitation; it’s about learning from the best and adapting those lessons to our own context. It’s about continuously seeking ways to evolve and innovate.
Adapting to the Unpredictable Future
The world is constantly changing, and what works today may not work tomorrow. Sinek emphasises that “what got us here won’t get us there.” This means we need to be adaptable, open to new ideas, and willing to challenge our own assumptions. A finite mindset focuses on maintaining the status quo, while an infinite mindset embraces change and sees challenges as opportunities for growth.
What got us here won’t get us there, and knowing who our Worthy Rivals are is the best way to help us improve and adapt before it’s too late.
This is a particularly important consideration for technology leaders. The pace of technological change is accelerating, and organisations that fail to adapt risk becoming obsolete. This requires a willingness to experiment with new technologies, embrace agile methodologies, and foster a culture of continuous learning. It also means being prepared to pivot our strategies when necessary, and to learn from our mistakes.
Living with an Infinite Mindset
Ultimately, the choice between a finite and an infinite mindset is a fundamental one. A finite mindset prioritises short-term gains, while an infinite mindset is driven by a desire to contribute to something larger than oneself. Sinek argues that to live a truly fulfilling life, we must embrace the infinite game.
If we choose to live our lives with a finite mindset, it means we make our primary purpose to get richer or promoted faster than others. To live our lives with an infinite mindset means that we are driven to advance a cause bigger than ourselves.
As technology leaders, we have a unique opportunity to shape the future. By adopting an infinite mindset, we can use technology to solve pressing problems, empower people, and create a more just and sustainable world. This requires a commitment to ethical innovation, a willingness to collaborate with others, and a belief in the power of technology to make a positive difference.
I recently discussed these ideas with Bojan Magušić on The Modern .NET Show, framing the conversation around Azure Security. We explored how a shared, collaborative approach to security—viewing it as an infinite game rather than a zero-sum competition—is essential for protecting our digital world. You can listen to that discussion here: The Infinite Game Meets Azure Security with Bojan Magušić.
Ready to Apply These Principles?
I hope this exploration of “The Infinite Game” has provided some food for thought. If you’re looking for practical guidance on applying these principles to your technology organisation, I’d be delighted to discuss how I can help.
Reach out to schedule a consultation using the contact form below and let’s explore how we can build a more resilient, innovative, and purpose-driven technology future together.