In the fast-paced business world, success often hinges on more than the final result. Renowned author and motivational speaker Simon Sinek illuminates a crucial yet frequently overlooked aspect of leadership: the power of rewarding initiative over outcomes. His insightful narrative argues that nurturing proactive behavior can lead to sustained success and a more dynamic workplace culture.
The Anecdote: A Junior Executive’s Unlikely Triumph
Simon Sinek’s story begins with a seemingly routine task at a large advertising agency where he worked as the most junior of the junior employees. The agency had a critical new business pitch scheduled for January, and as it was December, the senior executives were all on holiday. Sinek and another junior colleague were left behind with a simple task: to prepare the War Room by hanging research on the walls. This task, expected to fill their time, was completed in just an hour, leaving them a week to spare.
With this unexpected free time, Sinek and his colleague decided to delve deeper into the project. They didn’t just hang the research; they read through it meticulously, analyzed it, and uncovered valuable insights. They took it further by developing a strategic approach and creating a detailed pitch deck. When the senior executives returned from their vacations, they were presented with a fully formed pitch that the juniors had crafted.
The senior team was impressed by the depth of understanding and the quality of the work. Despite this, the agency did not win the pitch. However, the significant takeaway from this experience was not the loss of the business but the response of Sinek’s boss. Instead of focusing on the unsuccessful outcome, the boss recognized the extraordinary initiative taken by the juniors. As a result, Sinek was promoted two levels up, a clear reward for his proactive approach rather than the pitch’s result.
The Power of Initiative
The concept of initiative lies at the heart of leadership, and Simon Sinek’s personal story about his time at the advertising agency encapsulates this perfectly. Sinek and his junior colleague were tasked with preparing research for a business pitch, typically by senior executives. Rather than simply completing the task as instructed, the two juniors took it a step further. They dove into the research, developed a strategic insight, and wrote a pitch deck. This wasn’t part of their job description, nor was there any expectation that they would go this far, but they did it anyway.
Why? Because they saw an opportunity to make an impact. In the absence of senior executives, they took ownership of the task, determined to produce something of value. They didn’t just follow instructions—they actively engaged with the project, challenged the norm, and added their unique perspective. The outcome of their pitch wasn’t favorable—they didn’t win the business—but the process showed tremendous initiative, which made all the difference. Sinek’s boss didn’t reward the business win but chose to recognize and reward their initiative. Rewarding the process rather than the outcome proved to be a powerful catalyst for growth. Sinek’s career trajectory was altered, not because of the immediate results, but because his actions demonstrated proactive thinking, leadership potential, and an eagerness to take on responsibility.
By fostering initiative, companies can build a culture of ownership and engagement. When employees know they can take risks and act without always waiting for top-down approval, they feel more empowered to innovate. Encouraging initiative also drives creativity—when people believe their contributions will be valued, they are more likely to offer bold ideas and explore unconventional solutions. In a workplace that prioritizes initiative, employees are not just fulfilling their roles but constantly looking for ways to improve, solve problems, and contribute to the bigger picture. The initiative is the bedrock of personal and organizational growth, laying the foundation for continuous improvement and driving employees to push beyond their comfort zones.
Why Outcomes Aren’t Enough
The danger of focusing too narrowly on outcomes is that outcomes do not always reflect the true effort or growth that occurred along the way. Outcomes are influenced by many factors, including market conditions, timing, and sheer luck—things that may be beyond an individual’s control. Companies risk discouraging effort and initiative by tying rewards solely to results, as employees might focus only on what is directly rewarded rather than improving the processes that drive results.
Sinek’s experience with the ad agency pitch illustrates why outcomes alone shouldn’t dictate rewards. Despite failing to win the business, the senior executives recognized the effort and thoughtfulness that went into the pitch. Sinek was rewarded not for the pitch’s success but for his proactive approach to the project. Had his boss ignored this initiative, it would have sent a message that only winning mattered, which could have deterred future risk-taking and proactive behavior.
When employees see that their efforts, regardless of the outcome, are valued, they are likelier to step up in the future. They are encouraged to take risks, test new strategies, and challenge the status quo. Conversely, a system that rewards outcomes exclusively creates a fear of failure. This fear leads to cautious decision-making and stagnation, where employees only pursue what’s guaranteed to succeed. Over time, this culture stifles innovation, as people avoid trying new approaches and fall into predictable, safe patterns.
To create a culture of continuous improvement, organizations must focus on rewarding behaviors rather than just results. By recognizing initiative, resilience, and creative problem-solving, companies can encourage employees to take calculated risks and learn from their experiences. Even if these efforts don’t yield immediate results, they contribute to long-term success by fostering an environment where learning and growth are prioritized over short-term achievements.
The Marine Corps: A Lesson in Leadership
The U.S. Marine Corps’ approach to leadership offers valuable lessons in how to balance outcomes and behavior. In the Marines, officers are trained to understand that leadership is not just about winning missions but the qualities that drive successful leadership. The Marine Corps accepts that mission failure is sometimes an inevitable part of leadership. A good leader may fail in a mission but will learn from the experience, adjust, and continue to lead with clarity and purpose. Conversely, a bad leader might be in situations where success comes despite leadership shortcomings.
Sinek uses the Marines’ example to highlight an essential truth: great leadership doesn’t always equate to immediate success. Instead, it is about inspiring others, adapting to new challenges, and growing from victories and failures. Good leaders foster trust, resilience, and a willingness to learn from mistakes. This mindset is essential in the military and any organization striving for sustainable success.
The Marine Corps also teaches that leadership is not just about achieving outcomes; it’s about how leaders handle failure and guide their teams through adversity. This philosophy directly applies to the business world, where leaders are often expected to drive results. By recognizing and rewarding the behaviors that contribute to leadership development—such as taking responsibility, showing perseverance, and learning from mistakes—companies can cultivate strong leaders who inspire trust and motivate their teams to succeed in the long run.
In business, leaders who focus on rewarding the process and the behaviors that contribute to success create a stronger organizational culture. These leaders don’t just manage their teams; they develop them, encouraging them to take initiative, embrace challenges, and continuously improve. When leaders recognize the effort and thoughtfulness behind actions rather than just the results, they empower their teams to take ownership of their work and contribute meaningfully to the organization’s overall success.
The Risk of Playing It Safe
A culture that rewards outcomes exclusively leads to a significant risk: the temptation to play it safe. When employees know that only results matter, they are likely to avoid taking risks, choosing instead to follow the path of least resistance. They will stick to strategies known to work, even if they are no longer innovative or effective. This risk aversion can become ingrained in the culture, where people start to shy away from making bold decisions or experimenting with new ideas for fear of failure.
Sinek’s experience taking the initiative in the ad agency pitch is a clear example of how innovation flourishes when employees are not afraid to fail. By focusing on rewarding initiative, even in the face of failure, organizations create an environment where people are more likely to take chances and challenge the status quo. In this culture, employees are encouraged to explore new approaches, develop creative solutions, and learn from mistakes, knowing their efforts are valued regardless of the outcome.
Playing it safe may offer short-term stability but does little to foster long-term growth. Innovation thrives in environments where failure is seen as a natural part of the learning process. When employees are afraid of failure, they limit themselves and the organization’s potential for growth. However, by creating a culture that rewards initiative, companies inspire employees to take ownership of their ideas and approach challenges confidently and creatively. This leads to a more dynamic and forward-thinking organization capable of adapting to change and seizing new opportunities.
Building a Reward System for Behavior
Designing a reward system that focuses on behavior rather than just outcomes requires a shift in mindset for many organizations. Traditional reward systems are often centered around results—meeting sales targets, winning new clients, or completing projects on time. However, to foster a culture of initiative, businesses must create systems that reward behaviors that lead to success, even when those behaviors do not immediately result in a favorable outcome.
Rewarding behavior can take many forms. Formal rewards such as promotions, raises, or bonuses are powerful motivators, but informal recognition—such as public praise, private feedback, or a simple “thank you” for going above and beyond—can also have a profound impact. The key is aligning the reward system with the desired behaviors that contribute to long-term success. For example, if a company values creativity, it should reward employees who propose new ideas, even if those don’t immediately lead to success. If collaboration is a key value, employees who work well with others and contribute to team success should be recognized.
It’s also crucial that this reward system is consistent and transparent. Employees should understand what behaviors are being rewarded and why. This transparency ensures that employees feel confident in their ability to contribute meaningfully. When they know their initiative and proactive behavior will be recognized, they will likely take risks, experiment, and think creatively.
Additionally, it’s important to recognize that rewards don’t always need to be monetary. Simple gestures, such as giving employees more autonomy in decision-making, challenging them with assignments, or giving them opportunities for professional development, can be just as valuable. These rewards show employees that their initiative and contributions are genuinely valued, fostering an environment where innovation thrives. A well-structured reward system based on behavior rather than outcomes cultivates a culture of trust, collaboration, and growth, which is essential for long-term success.
Conclusion: A New Metric for Success
Simon Sinek’s insights on rewarding initiative over outcomes present a transformative leadership and organizational development approach. Leaders can foster a more innovative, resilient, and engaged workforce by shifting the focus from purely result-oriented metrics to valuing proactive behaviors. This paradigm drives sustained success and cultivates a workplace culture where every employee feels empowered to contribute their best efforts. It might be the key to unlocking enduring success in the ever-evolving business landscape.