The Rambling Times: Start With Why

Start With Why - by Simon Sinek

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"Start with Why: How Great Leaders Inspire Everyone to Take Action" is a book written by Simon Sinek. The book explores the concept of starting with a clear sense of purpose or "why" in order to inspire and motivate others.

Simon Sinek is a self-professed optimist determined to create a better and brighter future for humanity. An influential speaker and coach, Sinek has helped organizations around the world, such as Microsoft, American Express, the United Nations, and the Pentagon, inspire their employees. He is also the author of Leaders Eat Last and Together is Better.

Summary & Key Learnings

Chapter 1: Assume You Know
Chapter 2: Carrots and Sticks
Chapter 3: The Golden Circle
Chapter 4: This is Not Opinion, This is Biology
Chapter 5: Clarity Discipline, and Consistency
Chapter 6: The Emergency of Trust
Chapter 7: How a Tipping Point Tips
Chapter 8: Start With Why but Know How
Chapter 9: Know Why. Know How. Then What?
Chapter 10: Communication is about Listening
Chapter 11: When Why Goes Fuzzy
Chapter 12: Split Happens
Chapter 13: The Origin of a Why
Chapter 14: The New Competition

Sinek argues that many individuals and organizations focus primarily on "what" they do (the products or services they offer) and "how" they do it (the strategies and tactics they employ). However, he suggests that truly great leaders and organizations start by defining and communicating their underlying purpose, their "why" — the reason they exist and the values that drive them.

Sinek draws upon examples from successful companies and influential leaders, such as Apple and Martin Luther King Jr., to illustrate the power of starting with why. He explains that by communicating the deeper purpose behind their actions, these leaders inspire loyalty, engagement, and commitment from both employees and customers.

The book emphasizes the importance of understanding and articulating one's purpose as a foundation for decision-making, innovation, and long-term success. It encourages readers to reflect on their own "why" and provides practical strategies for incorporating this mindset into personal and professional endeavors.

Overall, "Start with Why" serves as a guide for individuals and organizations seeking to create a strong sense of purpose and inspire others to action by communicating that purpose effectively.

Chapter 1: Assume You Know

In the first chapter of "Start With Why," Sinek explores the impact of our assumptions on our actions. He provides examples that illustrate how considering the bigger picture can influence our behavior and drive long-term results. A notable example is the comparison between American and Japanese car manufacturers. In American factories, workers use a rubber mallet to make final adjustments to the doors, while in Japan, the doors are designed to fit perfectly right from the start.

This comparison serves as a metaphor for leadership. Sinek introduces two types of leaders: those who resort to manipulation to achieve their desired outcomes, and those who begin with the end result in mind and allow everything else to naturally fall into place.

Chapter 2: Carrots and Sticks

Sinek explains that there are two approaches to attracting customers: inspiring with carrots or manipulating with sticks. Unfortunately, many businesses today rely on manipulative sales tactics. These tactics involve leveraging price, promotions, fear, aspirations, peer pressure, and novelty. While pricing and promotions are widely recognized forms of manipulation, fear, aspirations, peer pressure, and novelty can be more subtle and discreet.

It's crucial to recognize that these manipulative tactics offer short-term solutions that ultimately lead to a cycle of ongoing manipulation. If businesses continue down this path, it will negatively impact their long-term profitability. However, there is an alternative approach, which is explored 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.

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Why: Only a few individuals or organizations can effectively articulate the purpose behind their actions. It goes beyond mere profitability and delves into the core of why they exist and what drives them. Why is about finding your company's purpose, the reason you wake up every morning, and the compelling factor that should resonate with others.

How: Some individuals and organizations have a clear understanding of how they go about achieving their goals. Whether it's referred to as a "unique selling proposition" or a "differentiating value proposition," the Hows explain the distinctive ways in which they operate and what sets them apart.

What: Every company, regardless of size or industry, knows what they do. They can easily describe the products or services they offer or their role within the organization.

When we begin with Why, we approach the Golden Circle from the inside out. Why becomes the driving force for purchase decisions, while the Whats represent tangible evidence of that underlying belief. The Whats serve as rational justifications for why we prefer one company over another.

Simon Sinek highlights Apple as an example. According to him, Apple is not inherently different from its competitors on a technical level. However, Apple communicates from a place of Why. Their purpose is to challenge the status quo and empower individuals, which permeates everything they say and do. This consistency is what leads people to perceive Apple as authentic.

Chapter 4: This Is Not Opinion, This Is Biology

Chapter four delves into the inherent human need for belonging, which motivates us to seek out others who share our same "Why." Interestingly, the Golden Circle framework aligns with the natural functioning of our brain.

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Neocortex: The neocortex, which aligns with the "What" level in the Golden Circle, is associated with our rational and analytical thinking abilities, as well as language processing. It enables us to sift through extensive amounts of facts and figures. However, it alone does not stimulate behavior or drive decision-making processes.

Limbic Brain: Our limbic brain, which encompasses the middle two sections, plays a vital role in our emotions, including trust and loyalty. It aligns closely with the "Why" level within the Golden Circle framework. This region of the brain governs human behavior and decision-making processes.

As individuals, we naturally gravitate towards people and organizations that share our beliefs and values. When companies prioritize starting with their "Why," their core beliefs, they tap into our innate desire to associate ourselves with products that reflect our values. These products make us feel special, fostering a sense of belonging and a connection to a larger community of like-minded individuals.

In contrast, many companies initially focus on the "Whats" and "Hows" because those are the demands expressed by their customers. Customers often request superior quality, competitive prices, round-the-clock service, and a multitude of features. These requests are often backed by data and seem scientifically sound. However, Simon Sinek argues that this approach may not be as effective. The brain regions responsible for decision-making differ from those that articulate the underlying "Why" behind those decisions. Consequently, traditional methods like focus groups and questionnaires may offer limited value in truly understanding the "Why."

To illustrate this point, Henry Ford's famous quote is often cited: "If I had asked people what they wanted, they would have said a faster horse."

Chapter 5: Clarity, Discipline, and Consistency

In chapter five, the significance of the Golden Circle is further explored, emphasizing the crucial aspect of maintaining the correct order.

The three degrees of certainty:
When our judgment is solely based on tangible elements or rational measurements, the highest level of confidence we can express is: "I think this is the right decision."

However, when we rely on our instincts, the highest level of confidence we can convey is: the decision feels right, even if it contradicts all the facts and figures.

The ability to articulate the "Why" behind our decisions provides the emotional context that enhances confidence. When we are clear about our "Why," we can offer the highest level of confidence by stating: "I know it's right." In such cases, not only does the decision feel right, but we can also rationalize it and articulate it effectively.

In business, the objective should not be to engage with anyone who simply desires what you offer. Instead, the focus should be on connecting with individuals who share your beliefs and values. By aligning with those who believe what you believe, businesses can forge more meaningful relationships and drive greater impact.

Chapter 6: The Emergency of Trust

Trust is cultivated when individuals and organizations demonstrate motives that extend beyond self-interest. Achieving alignment between the Why, How, and What of a company is a powerful method to foster trust.

When companies adopt a mentality of producing commodities, they face a persistent struggle to differentiate themselves from competitors. Engaging in a race to keep up with the competition and match them feature-for-feature only perpetuates a culture centered around the "What" of their offerings.

“Why” and flexibility
Companies that prioritize communicating their "Why" have a distinct advantage in the market because consumers are inspired by the underlying purpose behind their actions. A comparison between Apple and Dell highlights this difference. While both companies manufacture computers, Apple has successfully expanded its product line to include iPads and iPhones.

On the other hand, Dell's brand identity is centered around "What" they do – computers. As a result, consumers may feel less inclined to purchase other products, such as tablets or smartphones, from Dell. Despite Dell's attempts to diversify, they eventually refocused on their core business.

Simon Sinek also emphasizes the significance of the First Mover Advantage when the "Why" is at the forefront. For instance, consider the case of Creative versus Apple in the mp3 player market. Creative had the technical capabilities to produce an mp3 player and was the first to do so. However, they marketed their product primarily as a "5GB mp3 player," emphasizing the features or "What" it offered. In contrast, Apple positioned the iPod as "1000 songs in your pocket," tapping into the emotional and aspirational "Why" behind owning the product.

By highlighting the "Why," Apple effectively captured consumers' attention and loyalty, surpassing competitors like Creative, despite their technical advantages.

“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

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How can you distinguish between a passing fad and an idea with the potential to create lasting change in people's lives?

The Law of Diffusion of Innovations stated by Everett M. Rogers provides insights into the bell curve of product adoption. This curve illustrates the percentage of the market that embraces a product, starting with the Innovators (2.5%), followed by Early Adopters (13.5%), Early Majority (34%), Late Majority (34%), and Laggards (16%).

Those who eagerly line up for hours or days outside an Apple store to purchase the latest iPhone are early adopters, situated on the left side of the adoption curve. On the far right, we find individuals who are never satisfied and lack loyalty. For businesses, it is wise to understand this segment better to avoid wasting time and resources attempting to convert them. While some may engage in business initially, they are prone to quickly switch to competitors if offered a better deal.

Therefore, the primary objective of a business should be to have absolute clarity about their "Why" and connect with individuals who share their beliefs. Once a critical mass of the 15-18% on the left side of the bell curve is attained, they will influence and inspire others to follow suit.

Chapter 8: Start With Why But Know How

Energy serves as a motivator, while charisma serves as an inspiration. Energy is observable, quantifiable, and can be imitated. However, true charismatic leaders possess something more profound: a clear understanding of their "Why" and an unwavering belief in a purpose or cause greater than themselves.

To illustrate this, Simon Sinek highlights the contrasting examples of Bill Gates and Steve Ballmer. Steve Ballmer exudes energy, which can captivate people momentarily. In contrast, despite his shy and awkward demeanor, Bill Gates possesses charisma. When Bill Gates speaks, people listen attentively, holding their breath. The lessons he imparts leave a lasting impact, lingering in people's minds for weeks, months, or even years. Charisma has the power to command loyalty, while energy alone does not possess the same effect.

In essence, while energy may provide short-term motivation, it is charisma that truly inspires and fosters enduring devotion.

“Why” and “How” Types
Every "Why" type of leader is supported by a "How" type of leader who brings the vision to life.

"Why" types are visionary individuals with vivid imaginations. They tend to be optimistic, believing that anything they can imagine is achievable. They focus on intangible aspects that most people can't see, such as the future. On the other hand, "How" types are more practical and realistic. They concentrate on tangible elements that are visible to most people, and they excel at building them.

Interestingly, Simon Sinek notes that while "How" types can be successful, they rarely create billion-dollar businesses that have a transformative impact on the world. While a "How" type may not necessarily require a "Why" type to succeed, a "Why" type always needs a "How" type to avoid becoming a visionary without tangible results.

The differentiation between "Why" and "How" types also extends to the vision and mission statements of an organization. The vision represents the founder's intent and the underlying "Why" behind the company's establishment. In contrast, the mission statement describes the practical steps or "How" the company will fulfill that vision.

When both the vision and mission are clearly defined, it helps "Why" and "How" types of leaders to have well-defined roles within the partnership.

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

In the early stages of a company, the founder has direct and frequent contact with the external world. However, as the company grows, the leader's role evolves. They no longer need to be the loudest voice broadcasting through a megaphone; instead, they become the source of the message that flows through the megaphone.

The "Why" of a company resides in the part of the brain responsible for emotions and decision-making, rather than language. On the other hand, the "Whats" exist in the part of the brain associated with rational thinking and language.

The leader serves as the inspiration and represents the emotional aspect of why the company does what it does. They embody the limbic brain. The actions and words of the company, on the other hand, reflect the rational thinking and language of the neocortex.

Many companies struggle to differentiate themselves and effectively convey their true value to the outside world. When humans find it challenging to express emotions in words, we rely on metaphors, imagery, and analogies to communicate how we feel. This is where symbols come into play. Tangible representations are created for those who share our beliefs, allowing us to express ourselves. When executed effectively, this is what marketing products and services are all about—a means for organizations to communicate their message to the world beyond.

Chapter 10: Communication is about Listening

Symbols play a crucial role in making abstract concepts tangible. The significance of symbols lies in the meanings we assign to them. A logo, for instance, transforms into a symbol when it inspires individuals to use it as a means of self-expression.

Consider the case of Harley Davidson: The brand represents not just a company, but the values and way of life embraced by its enthusiasts. The logo transcends being solely about Harley Davidson itself; it becomes an embodiment of an entire set of values that its followers identify with. The symbol no longer solely represents the company; it represents the people who passionately embrace Harley Davidsons for what they symbolize to them.

The Celery Test

Determining what is beneficial for your own business versus your competition can be challenging. To address this, Sinek introduces "The Celery Test."

Imagine if people advised you to acquire cookies, Nutella, celery, fruits, and ice cream in order to grow. Should you follow their suggestions and obtain all of these items? The answer is no. Gathering such a variety of products would be time-consuming, costly, and lack focus. Instead, Sinek proposes filtering these options through your "Why."

For instance, if your "Why" centers around leading a healthy lifestyle, you would likely choose only the fruits and/or celery. By aligning your decisions with your "Why," you save resources, time, and, most importantly, you remain dedicated to your cause.

Chapter 11: When Why goes Fuzzy

In this chapter, Sinek delves into the stories of companies that have lost sight of their original purpose, their "Why." Notably, he highlights Volkswagen and Walmart as examples.

Volkswagen, a brand synonymous with the "car of the people," has always been associated with reliable and affordable vehicles for everyone. The iconic VW Beetle symbolized freedom and a carefree lifestyle. However, when Volkswagen introduced the super-expensive VW Phaeton priced at $70,000, it contradicted their own underlying purpose and failed to resonate with customers.

Walmart presents a more profound case. Founded by Sam Walton with the vision of helping people and communities by offering affordable products, the company initially focused on its mission. Unfortunately, after the passing of its founder, Walmart became fixated solely on low prices, disregarding its commitment to supporting people and the communities it served. This shift led to a cutthroat approach towards suppliers, employees, and the communities involved. Walmart encountered significant challenges when it deviated from its original "Why."

Sinek emphasizes that discovering clarity in one's "Why" is not the most difficult aspect. The true challenge lies in having the discipline to trust one's intuition over external advice and remaining steadfast in upholding one's beliefs and cause.

Chapter 12: Split Happens

Every company begins with an idea. In the early stages, ideas are driven by passion—the powerful emotion that can sometimes lead us to act irrationally.

However, for passion to flourish and endure, it requires both structure and implementation ("Hows"). Many companies falter because the interdependence between the "Hows" and the "Whys" is often overlooked or undervalued. Both elements are essential for success.

Chapter 13: The Origin of a Why

You may have heard the importance of conducting market research before starting a business. The common approach involves understanding your target audience and carving out a niche for your venture. However, Simon Sinek offers a different perspective on this matter. Sinek suggests that the "Why" of your business does not stem from looking ahead and strategizing how to achieve your goals. It doesn't solely rely on market research or extensive interviews with customers and employees. Instead, it originates from an entirely different direction, diverging from your current position. Discovering your "Why" is a process of exploration, rather than something you create from scratch.

Your "Why" resides within you. Once you uncover and comprehend your "Why," the most challenging task is to remain authentic to it.

Chapter 14: The New Competition

When you find yourself in a world where you're constantly pitted against others, competing with everyone, it becomes challenging to receive support from others. However, when you shift your mindset and compete against yourself, you'll find that everyone wants to assist you.

Consider how we typically approach business. We're always in competition with someone else, striving for better quality, more features, and superior service. We continuously compare ourselves to our competitors, often feeling unsupported in our endeavors.

But what if we changed our perspective? What if, instead of focusing on surpassing others, we dedicated ourselves to surpassing our own achievements? What if our driving force was to leave the organization in a better state than when we first entered?

All organizations begin with a "Why," a purpose that motivates their existence. However, only the truly exceptional ones maintain a clear understanding of their "Why" year after year. Those who forget their founding purpose engage in a daily race to outdo others, rather than striving to surpass themselves.

Remember, your greatest competition is yourself.

In Summary

How to inspire . . . and how not to

The book discusses the concepts of inspiration and manipulation in influencing behavior. Manipulation involves using incentives and deals to push consumers to make purchases, but it doesn't foster loyalty. In contrast, inspiration is highlighted through the example of Apple, which doesn't rely on incentives but instead focuses on starting with the "why" to deeply connect with customers and build a committed following. Apple's success is attributed to its ability to inspire rather than manipulate.

The key takeaways are:

There are two main ways to influence behavior: inspiration and manipulation. Many companies rely on manipulation, using incentives and deals to push customers to make purchases. However, this approach doesn't create long-term loyalty.

Manipulation may attract customers for the short term, but it doesn't create a genuine connection. When faced with better offers, customers who were manipulated will easily switch. Inspiring customers, on the other hand, builds a deep connection and loyalty.

Apple serves as an example of an inspirational company. Despite not offering competitive deals, Apple's customers are highly committed and even behave irrationally when it comes to their brand. Apple's success is attributed to starting with the "why" and communicating a clear purpose that resonates with customers.

Understanding the "why" behind what you do is crucial. People don't just buy products or services; they buy into the purpose and values behind them. Starting with the "why" and inspiring others with a genuine sense of purpose can lead to greater loyalty and engagement.

Apple and the Golden Circle

The book discusses the historical context in which Apple's spiritual core took shape and introduces Simon Sinek's concept of the Golden Circle. The Golden Circle consists of three concentric circles: why, how, and what. The why represents the mission and purpose of a business, while the how explains the unique approach or values that drive it, and the what refers to the products or services offered. Apple's mission is to think differently and challenge the status quo, and this why resonates with customers on an emotional level, leading to their loyalty and support. Knowing and communicating the why of a company is crucial for attracting customers, engaging employees, and achieving long-term success.

The key takeaways are:

The Golden Circle concept, consisting of the why, how, and what, helps explain the success of great leaders and organizations. The why represents the mission and purpose, the how is the unique approach or values, and the what is the products or services offered.
Apple's mission to think differently and challenge the status quo is its why. This resonates with customers on an emotional level and creates strong loyalty and support.
Knowing and communicating the why of a company is crucial for attracting customers and engaging employees. It helps create a sense of purpose and filters out those who are not aligned with the mission.
Starting with why rather than what is important for long-term success. Products and services are a result of the why, not the other way around. The why drives the company and its offerings, creating a deeper connection with customers.

How to start with why

This book emphasises the importance of knowing and effectively communicating the why of a company. It highlights that many founders and leaders struggle to articulate the purpose of their organizations, which hinders their ability to attract customers and engage employees. The content provides practical tips to address this challenge:

Finding your why: Explore your past and identify patterns that reveal what you were known for and what made you special. This self-reflection can help uncover your purpose and guide your company's mission.
Clearly communicating your why: Utilize the Golden Circle framework by starting with why, followed by how, and then what. Communicate your purpose and beliefs before explaining the methods and products. This approach resonates with customers and employees on an emotional level.
Focus on the why as a leader: Concentrate on inspiring and guiding others while delegating the operational aspects to capable senior executives. Regularly reinforce the why to keep employees connected to the mission and maintain clarity in decision-making.

By understanding and effectively communicating the why, companies can attract loyal customers, engage passionate employees, and achieve long-term success.

"Start With Why" highlights the importance of inspiring others as a leader with a story. The story involves two stonemasons working on a construction site. When asked if they like their job, the first stonemason expresses dissatisfaction, focusing on the difficulties and lack of purpose. In contrast, the second stonemason, despite acknowledging the challenges, expresses love for the job because he sees it as building a cathedral.

The story emphasizes that both stonemasons are doing the same work, but the second one has a sense of purpose and inspiration. As a leader, the content suggests that it is your role to remind everyone why they are doing something and provide them with a sense of purpose. By giving them "cathedrals" or a meaningful goal, you can inspire and motivate your team.

Image Source: “Find Your Why” by Simon Sinek

About Post Author

Christine_Calo

Hi, my name is Christine Calo and I'm a designer by trade who has an engineering background. I have an interest in design, technology and science which I like to read, watch and write about from time to time. This blog contains random ramblings of these topics and may tangent off to other topics. Want to say hello, you can contact me on: calo.christine@gmail.com