The Infinite Game

Sinek begins the Introduction by recounting the historical events of the Têt Offensive in 1968 during the Vietnam War. The American forces lost less than 1,000 troops, compared to the North Vietnamese forces who lost over 35,000 troops. In fact, the Vietnam War followed the same pattern: The North Vietnamese forces lost over three million people, while the American forces lost 58,000 troops. Sinek then questions why America lost the war.

Chapter 1 defines the differences between finite and infinite mindsets. Sinek addresses how finite games are played, as opposed to infinite games. A finite game has known players who play to a definite end, according to clear rules; finite games also have winners and losers. An infinite game has known and unknown players but no winners or losers; the rules vary, making the game’s timeline flexible. Sinek attributes his understanding of finite and infinite games to Dr. James P. Carse, who wrote a book called Finite and Infinite Games: A Vision of Life as Play and Possibility. Carse’s findings show that finite-minded leaders play to end finite games—that is, to win by quantifiable means (i.e., sales, polls, etc.). Conversely, infinite-minded leaders keep playing in order to benefit their own organizations, employees, and customers.

Sinek tells three stories about finite- and infinite-minded leaders. The first story describes how Kodak implemented the first stock option program for employees in 1912. Kodak expanded its positive impact on the larger community, economy, and country as it continued to innovate in the photographic industry. The second story returns to the Vietnam War, as per the Preface and Introduction. Sinek expands on the mindsets of the North Vietnamese forces (infinite) and the American forces (finite): The former fought for the continuation of their people and their way of life, while the latter fought to win a military victory, which made them lose sight of the history and dynamics that motivated the North Vietnamese forces. The third story is about how Microsoft and Apple developed their respective portable music players. To compete with the iPod, Microsoft developed the Zune, which Sinek admits was “quite exceptional” and “elegantly designed” (8). He himself was hired to consult with both companies on separate occasions. He recounts how the Microsoft employees fixated on beating Apple. By contrast, the Apple employees talked about how their products could help students, teachers, and other educators. These contrasting experiences made Sinek realize the finite mindset of Microsoft and the infinite mindset of Apple. According to him, Microsoft’s CEO at the time, Steve Balmer, spoke in the language of a finite game. He was more obsessed with numbers—quarterly performances, revenue, profit, and sales. Balmer shared these finite concerns in his press conferences, company summits, and leadership style: “Consumed by the finite game, Microsoft became obsessed with quarterly numbers” and never surpassed Apple (20).

After working with Microsoft, Sinek was gifted a Zune. Later, after working at an Apple event, he talked with a senior Apple executive during a taxi ride home. He told the executive that the Zune was better than the iPod, to which the executive responded, “I have no doubt” (8). Sinek attributes the executive’s response to an infinite mindset that cared little about beating competition: He cared about Apple’s longevity and its willingness to improve on its own terms. Eventually, Apple introduced the iPhone and made portable music players obsolete. The company sought a long-term solution, satisfying both employees and customers in the process.

Sinek advises leaders to keep three factors in mind when leading:

1. We don’t get to choose whether a particular game is finite or infinite.
2. We do get to choose whether or not we want to join the game.
3. Should we choose to join the game, we can choose whether we want to play with a finite or an infinite mindset (23-24).

These factors help guide decision-making. For example, a coach’s decision to lead with an infinite mindset would be unsuitable for a single, finite game of football. However, a successful season of football relies on an infinite mindset.

Sinek also provides five essential practices for adopting an infinite mindset:

1. Advance a just cause.
2. Build trusting teams.
3. Study your worthy rivals.
4. Prepare for existential flexibility.
5. Demonstrate the courage to lead (24-25).

Sinek admits that following all these practices can be difficult but compares them to a health regiment: A healthy diet, exercise, and sleep are all important aspects of staying healthy. To fully benefit from the five essential practices, all of them must be implemented. Overall, a leader’s infinite mindset ensures that employees feel cared for, focused on long-term goals, and integrated into their organization’s process of innovation and success.