How Great Leaders Inspire Everyone to Take Action -

Start with Why

Are you looking to inspire others or be inspired?

Are you looking to drive meaningful change in your organization or community?

Do you have the time to read 250+ pages? No?

Then this summary on "Start with Why: How Great Leaders Inspire Everyone to Take
Action" is a must read. In his book, Start with Why, Simon Sinek uses a model that he
calls the Golden Circle to explain how legendary leaders such as Steve Jobs, Martin
Luther King Jr. and the Wright brothers were able to achieve what others who were
just as smart and hardworking, and sometimes better funded, were not. The book
uses real-world examples of great leaders to show you how they communicate and
how you can adapt their mindset to inspire others or be inspired.

Here are 3 lessons you should take away from Start With Why:

1. If you want to inspire others, always communicate your why first.

2. Excited employees are the best resource for any business.
3. You don’t need sleazy sales tactics when you start with why.

Buckle up, it’s about to get inspirational!

Introduction
Every organization—and every person’s career—operates on three levels.

1. What we do
2. How we do it, and
3. Why we do it.

We all know what we do: the products we sell, the services we offer or the jobs we
do. Some of us know how we do it: the things that we think make us different or
stand out from the crowd. But very few of us can clearly articulate why we do what
we do.

“Hold on,” you might say. “Let’s be honest here—aren’t most people working to earn
money? That’s the obvious ‘why.’” Simon argues that money is not the primary
motivation for people. Rather, the WHY or purpose, cause or belief behind an
individual's actions is what truly drives and inspires them. The WHY goes much
deeper to understanding what motivates and inspires us. Simon suggests that people
may want money for reasons such as freedom, travel, providing a better lifestyle for
their children, or to keep score and show they have done more than others.
Simon argues that understanding the WHY is essential for understanding what
motivates and inspires people both in the organization and in their individual
careers, and it is important to ask the question of why does a company exist, why
one get out of bed in the morning, and why anyone should care?

What follows is a chapter wise summary of the book. My favorite chapters are
Chapter 3 and 4 because they introduce the Golden Circle and show how it matches
the way our brain operates, and Chapter 7 because it discusses how tipping points
work for product adoption.
Chapter 1: Assume You Know

In the first chapter, Simon explores the impact of assumptions on our actions and
decision making. He gives examples of scenarios where looking at the bigger picture
can shape your behavior towards driving long-term results.

He uses the example of American car manufacturers versus Japanese car

manufacturers to illustrate how starting with the end result in mind can lead to more
efficient and effective actions. In American car factories, workers on the assembly line
apply final fixes on doors using a rubber mallet, whereas in Japan the doors are
engineered to fit perfectly from the start.

He also highlights how this concept can be applied to leadership, and how there are
two types of leaders: those who manipulate to achieve their goals, and those who
start with their goals in mind and let everything else fall into place naturally. This first
chapter sets the stage for the rest of the book and lays the foundation for the
concept of the "why" and how it can be applied to both business and leadership.

Chapter 2: Carrots and Sticks

According to Simon, there are only two ways to influence human behavior.

1. you can manipulate it, or

2. you can inspire it.
Most of the sales tactics used by businesses today involve manipulation. These
include price, promotions, fear, aspirations, peer pressure, and novelty. Pricing and
promotions are the most commonly identified forms of sales manipulation, but fear,
aspirations, peer pressure, and novelty tend to be more discrete.

Regardless of the type of manipulation, it is important to understand these are short-

term solutions which end up leading to a cycle of repeated manipulation. Companies
that fail to communicate a sense of WHY force us to make decisions with only
empirical evidence.

Loyalty is when people are willing to turn down a better product or a better price to
continue doing business with you. We are drawn to leaders and organizations that
are good at communicating what they believe. Their ability to make us feel like we
belong, to make us feel special, safe and not alone is part of what gives them the
ability to inspire us. This inspiring way of leadership is revealed in chapter three.

Chapter 3: The Golden Circle

The core of Simon Sinek’s “Start With Why” is his discovery of The Golden Circle.
There are three parts of The Golden Circle: Why, How, and What.

Why: Very few people or companies can clearly articulate why they do what they do.
This isn’t about running a profitable company—that’s a result. Why is all about your
purpose. Why does your company exist? Why do you get out of bed in the morning?
And why should anyone care?
How: Some people and companies know how they do what they do. Whether you
call them a ‘’differentiating value proposition’’ or a ‘’unique selling proposition’’.
HOWs are often given to explain how something is different or better.

What: Every single company on the planet knows what they do. This is true no
matter how big or small the company is, or no matter what industry they belong to.
Everyone can easily describe the products or services their company sells or the job
function they have within the company.

When we start with “Why”, we go from the inside out of the circle. “Why” is the
reason to buy and the “Whats” merely represent the tangible products as a proof of
that belief. “Whats” are the reasons we can point to rationalize why we so much like a
company over another.

Simon cites the example of Apple, a company that is known for its ability to inspire
and connect with its customers, communicates from the "why" - its purpose of
challenging the status quo and thinking differently.

Simon describes how Apple's communication strategy, which starts with the "why"
and works backwards to the "how" and "what", has allowed the company to achieve
great success by inspiring its customers and creating a deeper connection with them.
He also provides an analysis of Apple's competitors and shows how their
communication strategies, which focus on the "what" and "how" rather than the
"why", have led to less successful outcomes.
n addition, the chapter goes into how Apple's advertising campaigns, product
development, and company culture align with their "why". This is the reason why
people perceive Apple as authentic.

Overall, chapter 3 of "Start with Why" is a powerful illustration of the power of

communicating from the "why" and how it can be applied to a real-world example of
a successful company.

If a company does not have a clear sense of WHY then it is impossible for the outside
world to perceive anything more than WHAT the company does.

Chapter 4: This Is Not Opinion, This Is Biology

Gut Decisions Don’t Happen in Your Stomach

Chapter four begins by focusing on human nature’s desire to belong. This desire
drives us to pursue others who share the same WHY as us. And oddly enough, the
Golden Circle matches the way our brain operates. The Golden Circle principles are
not just a communications hierarchy but are deeply grounded in the evolution of
human behavior.

According to Simon, the power of WHY is not just an opinion but is rooted in
biology. He explains that the three levels of the Golden Circle correspond precisely
with the three major levels of the human brain.

Neocortex: The newest area of the brain, the neocortex, corresponds with the "what"
level and is responsible for rational and analytical thought and language. This allows
us to look through vast amounts of facts and figures, but it doesn’t drive behavior.
Limbic Brain: The middle two sections of the brain, the limbic brain, is responsible
for all of our feelings, such as trust and loyalty and it is also responsible for all human
behavior and all our decision-making but it has no capacity for language. This
roughly corresponds with the “why” level.

Simon suggests that winning hearts before minds is not easy, it's a delicate balance
of art and science. He argues that when we communicate from the outside in, by
starting with the "what" we do, people can understand vast amounts of complicated
information, like facts and features, but it does not drive behavior. However, when we
communicate from the inside out, by starting with the "why", we're talking directly to
the part of the brain that controls decision-making and our language part of the
brain allows us to rationalize those decisions.

He posits that absent a "why", a decision is harder to make and when in doubt, we
look to science, to data, to guide decisions. He argues that great leaders and great
organizations are good at giving us things we would never think of asking for, and
that they are good at seeing what most of us can't see. He concludes that great
leaders trust their gut and they start with "why".

Quoting Henry Ford, “If I had asked people what they wanted they would have said a
faster horse.”
Chapter 5: Clarity, Discipline, and Consistency

In chapter 5, Simon discusses how leaders can inspire others by clearly

communicating their "why." The chapter emphasizes the importance of being
authentic and transparent in order to build trust with others and create a shared
sense of purpose. He also highlights the role of storytelling in inspiring others and
the importance of being able to clearly articulate one's WHY in order to build a
sustainable and successful organization.

When we can only point to tangible elements or rational measurements, the highest
level of the confidence we can give is: “I think this is the right decision.” When we
make gut decisions, the highest level of confidence we can offer is: the decision feels
right, even if it flies in the face of all the facts and figures.

The ability to put a “Why” into words provides the emotional context for decisions.
When you know your “Why”, the highest level of confidence you can offer is: “I know
its right.” When you know the decision is right, not only does it feel right, but you can
also rationalize it and easily put it into words.
The goal of business should not be to do business with anyone who simply wants
what you have. It should be to focus on the people who believe what you believe.

Chapter 6: The Emergency of Trust

In this chapter, Simon argues that building trust with others begins when people and
organizations are driven by reasons that go beyond self-serving motives. Aligning
Why, How, and What is a way to build that trust.

“What” and differentiation

Companies that act like commodity producers have a constant challenge to

differentiate themselves from the competition. Chasing the competition, trying to
match them feature-for-feature only deepens the “What” culture.

“Why” and flexibility

Because consumers are inspired by “Why” you do what you do, companies that begin
communicating with the “Why” have a greater flexibility in the market. Take the
example of Apple and Dell. Apple makes computers. Apple also makes iPads and
iPhones.

Dell, on the other hand, is defined by “What” they do. Dell does computers, so
consumers don’t feel comfortable buying anything else from them like say, a tablet
or a smartphone. They tried expanding into different verticals but quickly retreated
to “focus on their core business”.
Simon also cites the First Mover Advantage when “Why” is in the picture. Take the
case of Creative versus Apple. Creative was far more capable of producing an mp3
player, and they were the first. But they marketed their offering as a “5GB mp3
player”, more like a “What.” Instead, Apple marketed the iPod as “1000 songs in your
pocket” giving us the “Why” that we need.

“Why” and hiring

When employees belong, they will guarantee your success. And they won’t be
working hard and looking for an innovative solution for you, they will be doing it for
themselves.

The goal is to hire those who are passionate about your “Why”, your purpose, cause
or belief, and who have the attitude that fits your culture. Once that is established,
only then should their skillset and experience be evaluated.

Great companies do not hire skilled people and motivate them; they hire already
motivated people and inspire them. Companies with a strong sense of “Why” are
able to inspire their employees. Such employees are more productive and innovative,
and the feeling they bring to work attracts other people eager to work there as well.

Chapter 7: How a Tipping Point Tips

How do you differentiate between a fad and an idea that can change lives forever?

The Law of Diffusion of Innovations stated by Everett M. Rogers pertains to the bell
curve of product adoption. The curve outlines the percentage of the market who
adopt your product, beginning with the Innovators (2.5%), followed by Early
Adopters (13.5%), Early Majority (34%), Late Majority (34%), and Laggards (16%).

The ones who queued up for hours, or days outside an Apple store to buy the latest
iPhone are all early adopters and belong to the left side of the curve. The people on
the far right instead are never content and never loyal. For a business, it would be
prudent to get to know the far right side of this curve better, so that you don’t waste
time and money in trying to convert them. While some of them might end up doing
business with you, they’ll probably switch to one of your competitors at the drop of a
hat if they get a better deal.

The goal of a business then is to be crystal clear about their “Why” and find people
who believe what you believe. Once you get enough of the 15-18% on the left side
of the bell curve, they will encourage the rest to follow.

Chapter 8: Start With Why But Know How

Energy motivates but charisma inspires. Not all great leaders are highly energetic.
But, all great leaders have charisma because all great leaders have clarity of “Why”;
an undying belief in a purpose or cause bigger than themselves.

Simon cites the example of Bill Gates and Steve Ballmer. Steve Ballmer was energetic.
Bill Gates, in spite of being shy and awkward, is charismatic. When Steve Ballmer
speaks people are energized, but that tends to dissipate quickly. When Bill Gates
speaks people listen with bated breath. They remember those lessons for weeks,
months or even years. Charisma commands loyalty while energy doesn’t.
“Why” and “How” Types

Behind every “Why” type of leader, is a “How” type of leader who brings the “Why” to
life.

“Why” types are the visionaries with overactive imaginations. They tend to be
optimists who believe that everything they can imagine can be accomplished and
they tend to be focused on things most people can’t see, like the future. “How” types
instead are more practical and more realist and tend to be focused on the things
most people can see and tend to be better at building them.

Interestingly, Simon says that “How” types can be very successful but rarely do they
build billion dollar businesses that change the world. And while a “How” type doesn’t
necessarily need a “Why” type to succeed, a “Why” type always needs a “How” type
or they’ll end up as starving visionaries.

Vision and Mission Statement

The difference between “Why” and “How” types also introduces the difference
between the vision and mission statements of an organization.

The vision is the founder’s intent, “Why” the company was founded. The mission is a
description of “How” the company will create that future.

When both are clear, it will help the “Why” and the “How” type of leaders to have
clearly defined roles in the partnership.

Chapter 9: Know Why. Know How. Then What?

Your vision is only actionable if you say it out loud. If you keep it to yourself, it will
remain a figment of your imagination.

In 1984, Apple launched its Macintosh computer with a commercial that promised to
"not be like 1984." The commercial, which depicted a totalitarian regime, was not just
an advertisement but a manifesto, a poetic ode to Apple's "why." The company's
advertising, products, partnerships, packaging, and store design all reflect its belief in
challenging the status quo and empowering the individual. Apple's "Think Different"
campaign depicted individuals who thought differently, and the company associates
itself with known rebels because they embody the same rebel spirit.

And though their products have changed and fashions have changed, this
commercial is as relevant today as it was twenty-five years ago when it first aired.
And that’s because a WHY never changes. WHAT you do can change with the times,
but WHY you do it never does. The commercial is one of the many things the
company has done or said over the years to show or tell the outside world what they
believe. Apple exists to empower the individual spirit and they communicate this
through their advertising and products.
The Golden Circle model illustrates that an organization is represented by a cone in a
three-dimensional view. The marketplace, which is made up of customers, potential
customers, press, shareholders, competition, suppliers, and money, is a disorganized
system that sits beneath the organized system of the organization. The only point of
contact between these two systems is at the base, or the "WHAT" level. Everything an
organization says and does, including its products, services, marketing and
advertising, communicates the leader's vision to the outside world. If people don’t
buy WHAT you do, they buy WHY you do it, and if all the things happening at the
WHAT level do not clearly represent WHY the company exists, then the ability to
inspire is severely complicated.

When a company is small, a founder has plenty of direct contact with the outside
world. As it grows the leader’s role changes. They will no longer be the loudest part
of the megaphone; they will become the source of the message that is to flow
through the megaphone.

The leader is the inspiration, the symbol of the reason we do what we do. They
represent the emotional limbic brain. What the company says and does represent the
rational thought and language of the neocortex.

Most companies struggle to differentiate or communicate their true value to the

outside world. When we as human beings struggle to put emotions into word, we
rely on metaphors, imagery, and analogies in an attempt to communicate how we
feel. We use symbols. We create tangible things for those who believe in what we
believe to say. If done properly, that’s what marketing products and services are; a
way for organizations to communicate to the world outside.
Chapter 10: Communication is about Listening

Symbols help us turn the intangible into tangible. And the only reason symbols have
meaning is because we give them a meaning. A logo can only become a symbol
when it inspires people to use it to say something about who they are.

Take the example of Harley Davidson: Harley Davidson embodies the values and
lifestyle of the people wearing it. The symbol is no longer about Harley Davidson.
Instead, the logo embodies an entire value set—their own. The symbol is no longer
about Harley, it’s about the people who love Harley Davidsons for what they are.

The Celery Test

What’s good for your competition is not good for you and vice-versa. But how do
you know what is good for you and what isn’t? To do this, Simon proposes The
Celery Test.

Imagine if people told you that to grow you need cookies, Nutella, celery, fruits and
ice cream. Should you get them all? No, because it’s time-consuming, expensive and
scatterbrained. What you do is to filter everything through your “Why.” So, if your
“Why” is to lead a healthy lifestyle, you’d probably pick only the fruits and/or the
celery. When you filter your decisions through your “Why” you save money, time and,
most importantly, you stay true to your cause.

The More Celery You Use, the More Trust You Earn.

Chapter 11: When Why goes Fuzzy

In this chapter, Simon mentions companies that have lost touch with their original
WHY. He uses Volkswagen and Walmart as examples. Volkswagen, meaning "car of
the people," has always been associated with reliable, affordable cars for everyone.
But when they introduced the expensive VW Phaeton, it went against their purpose
and did not sell well.
Similarly, Walmart, founded with the idea of helping people and communities by
providing low-priced products, lost its way after the death of its founder and became
more focused on low prices than on helping people and communities. It ended up
becoming a cutthroat business towards its suppliers, employees, and the
communities it was a part of. Walmart got into serious trouble when it lost its initial
“Why.”

Simon says that gaining a clarity of “Why” is not the hardest part. The hardest part is
the discipline to trust one’s gut over outside advice and to stay true to your cause or
belief.

Achievement vs. Success

In this chapter, Simon also discusses the difference between achievement and
success, and how they are often mistaken for each other. Achievement is something
tangible and measurable, like a goal, while success is a feeling or state of being.
Simon argues that success comes when one is clear in the pursuit of why they want
something, while achievement comes from pursuing and attaining what they want.
He also notes that while money and tangible achievements like a yacht can bring
happiness, it is not the ultimate goal or feeling of success. He says that many people
and organizations lose sight of their original "why" as they become more confident
in what they do and achieve more success. Great leaders are able to maintain
balance and never lose sight of their "why" while also achieving milestones and
proving it through their actions.
Chapter 12: Split Happens

An Idea. That’s probably where every company starts. At the beginning, ideas are
fueled by passion. That very compelling emotion that sometimes causes us to do
irrational things. But for passion to thrive and survive, it also needs structures and
“Hows.” Most companies fail because both “Hows” and “Whys” need each other.

In chapter 12, Simon discusses the concept of "split happens" which refers to the
moment when a company loses sight of its original purpose or "why." He uses
multiple examples to illustrate how companies can lose touch with their original
"why" and the negative impact it can have. He argues that the most difficult part of
staying true to a company's purpose is maintaining discipline and trusting one's own
instincts over outside advice. The chapter emphasizes the importance of staying true
to a company's original "why" in order to maintain its success and avoid negative
consequences. Moreover, the chapter emphasizes the importance of communicating
the "why" loudly and clearly because it can and does get fuzzy.

Chapter 13: The Origin of a Why

You’ve probably heard that before you start a business, market research is key. You
do your market research, know your customer and then build your niche. Sinek,
however, disagrees. According to Sinek, the “Why” does not come from looking
ahead at what you want to achieve and then figuring out an appropriate strategy to
get there. It is not born out of market research or for that matter even extensive
interviews with customers or employees. It comes from looking in the completely
opposite direction from where you are right now.

Finding the “Why” is a process of discovery, not invention.

The “Why” is within you. And once you find and know your “Why”, the hardest part is
to remain true to it.

Chapter 14: The New Competition

When you’re up against the world, competing with everyone else, no one wants to
help you. But when you compete against yourself, everyone wants to help you.
Now let’s think about how we do business. We’re always competing against
someone else. Better quality. More features. Better service. We’re always comparing
ourselves to the competition. And no one wants to help us.

What if we showed up to work every single day to be better than ourselves? For no
better reason than to want to leave the organization in a better state than we found
it?

All organizations start with “Why”, but only the great ones keep their “Why” clear
year after year. Those who forget “Why” they were founded show up to the race
every day to outdo someone else instead of outdoing themselves. You are your best
competition.

If You Follow Your WHY, Then Others Will Follow You

Imagine if every organization started with WHY. Decisions would be simpler.

Loyalties would be greater. Trust would be a common currency. If our leaders were
diligent about starting with WHY, optimism would reign and innovation would thrive.
As this book illustrates, there is precedence for this standard. No matter the size of
the organization, no matter the industry, no matter the product or the service, if we
all take some responsibility to start with WHY and inspire others to do the same,
then, together, we can change the world.
And that’s pretty inspiring. If this book inspired you, please pass it on to someone
you want to inspire.

Conclusion
Overall, "Start with Why" is a thought-provoking and inspiring book that offers
valuable insights into the importance of purpose and leadership. It is a must-read for
anyone looking to inspire others and drive meaningful change in their organization
or community.

Sources:

1. https://www.freshworks.com/crm/sales/summary-of-start-with-why-blog/
2. https://fourminutebooks.com/start-with-why-summary/

Free pdf copy of the book - https://www.earthgifts.com.au/ebook/simon-sinek-

start-with-why.pdf