Worthy adversary-In the infinite game, adversaries are acknowledged and treated with respect, but our success or failure isnвЂ™t measured against them. If youвЂ™re people donвЂ™t feel safe, that is your fault, not theirs.Д¤. They can take appropriate risks without fear of retribution or retaliation. They can admit they donвЂ™t know something or that they made a mistake. It means youвЂ™ve invested the time and energy to build a culture in your organization where people feel safe to be themselves. Vulnerable team-Sinek says being a vulnerable team doesnвЂ™t mean itвЂ™s acceptable for everyone to walk around crying. This struggle is often too great for a single person to tackle alone, so it requires all the leaders of the organization to band together and act in alignment.ДЈ. They are willing to stand up to the pressures of the Board, Wall Street, or popular sentiment, and stay true to their cause. Courageous leadership-Playing the infinite game requires leaders to prioritize the just causeabove anything else. It propels you forward in the face of adversity and empowers you to persevere when you feel like giving up.Дў. Your just cause is what powers you to outlast your competitors. ItвЂ™s the passion or hunger that burns inside that compels you to do what you do. Just cause-More than your вЂњwhyвЂќ or purpose, a just causeВ is what motivates you to get out of bed in the morning. But what about will? Sinek shared five must-have components of will if we are to succeed in the infinite game:ДЎ. We have to have the capital we need to run a business. Money, intellectual property, people, technology, etc. The infinite game continues indefinitely until someone loses the willВ or resourcesВ to keep playing. The вЂњgameвЂќ of leadership and business is an infinite game where the rules change frequently, competitors come and go, and there is no end point to the game. In the VUCA (volatile, uncertain, complex, ambiguous)В world in which we live,В the most successful leaders and organization are learning to play the infinite game, not the finite one. Simon SinekВ introduced this concept in his keynote address at our recent Blanchard Summit. Competitors drop out of the infinite game when they lose the will or resources to stop playing. There are no clear winners or losers in the infinite game. Opponents change frequently, as does the game itself. The playing field is undefined and progress is hard to measure. Rules often donвЂ™t exist, and if they do, they are fuzzy and open to interpretation. Infinite games have no winners or losers. The rules of the game are known to both sides, the boundaries of the playing field are well-defined, the scoreboard keeps track of the gameвЂ™s activity, and at the end of a prescribed period of time, a winner is declared. Their goal was to outlast the enemy, not defeat them.ДЇinite games have winners and losers. North Vietnam was playing the infinite game. In the Vietnam War, the United States won every single battle but lost the war. The North lost over 100,000 soldiers during the January to August time-frame. In the ensuing months there were several вЂњMini TetвЂќ offensives launched, and each one ended the same way-defeat. In every single battle, the American-led forces and the South Vietnamese Army of the Republic of Vietnam defeated their enemies, leading to heavy casualties for the North. In January 1968, the North Vietnamese PeopleвЂ™s Army of Vietnam and the Viet Cong launched the Tet Offensive, one of the largest military campaigns in the Vietnam War.

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