Start With Why

People don't buy WHAT you do, they buy WHY you do it.

The Golden Circle. At the heart of Simon Sinek's philosophy lies the Golden Circle, consisting of three concentric circles: Why, How, and What. Most organizations and individuals communicate from the outside in, starting with What they do, sometimes addressing How they do it, but rarely articulating Why they do it. However, truly inspiring leaders and organizations reverse this order, starting with Why.

• Why: The purpose, cause, or belief that drives you

• How: The specific actions taken to realize the Why

• What: The tangible results of those actions

Inspiring examples. Apple doesn't just sell computers; they challenge the status quo and empower individuals. Martin Luther King Jr. didn't just have a plan; he had a dream. These leaders inspire because they communicate their purpose first, attracting those who share their beliefs.

Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain.

The limbic brain and decision-making. Our decisions are heavily influenced by the limbic brain, responsible for feelings like trust and loyalty. This part of the brain has no capacity for language, which is why we often struggle to explain our choices rationally. Leaders who understand this focus on creating environments that foster trust and cooperation.

• Oxytocin: Released when we feel safe and bonded with others

• Cortisol: Produced in stressful, unsafe environments

• Dopamine: Associated with achievement and short-term rewards

The circle of safety. Great leaders create a "circle of safety" within their organizations, where team members feel protected and valued. This security allows people to focus on external challenges rather than internal threats, fostering innovation and collaboration.

Mass-market success can only be achieved after you penetrate between 15 percent and 18 percent of the market.

The adoption curve. Ideas and innovations spread through society following a predictable pattern, known as the Law of Diffusion of Innovations. This curve consists of different groups:

• Innovators (2.5%): Eager to try new things

• Early Adopters (13.5%): Open to new ideas but more practical

• Early Majority (34%): Pragmatic, need proof of success

• Late Majority (34%): Skeptical, only adopt when necessary

• Laggards (16%): Traditional, resistant to change

Tipping point. To achieve mass-market success, a product or idea must first appeal to innovators and early adopters. Once it reaches about 15-18% of the market, it hits a tipping point and can spread rapidly to the early and late majorities.

Authenticity is when you say and do the things you actually believe.

Clarity of Why. Leaders must have a clear understanding of their purpose and be able to articulate it effectively. This clarity serves as a North Star, guiding all decisions and actions.

Discipline of How. Organizations need to establish and maintain processes and values that align with their Why. This discipline ensures that the Why is consistently brought to life in everyday operations.

Consistency of What. Everything an organization says and does should be a tangible expression of its Why. This consistency builds trust and reinforces the organization's purpose both internally and externally.

• Hire for cultural fit, not just skills

• Make decisions based on your Why, not just profit

• Communicate your purpose in all aspects of your business

If you don't know your WHY, you can't know HOW.

The Celery Test explained. Imagine receiving conflicting advice about what products to buy for your business: M&Ms, rice milk, Oreos, and celery. If your Why is to promote health, you'd only choose celery and rice milk. This simple test helps organizations filter decisions and stay true to their purpose.

Benefits of alignment:

• Clearer decision-making

• Stronger brand identity

• Increased customer loyalty

• More engaged employees

Real-world application. Southwest Airlines consistently passes the Celery Test by offering only open seating, aligning with their belief in freedom and equality. This consistency builds trust and loyalty among customers and employees alike.

The single greatest challenge any organization will face is . . . success.

The danger of losing focus. As organizations grow and become successful, they often experience a "split" – a disconnection from their original purpose. This can lead to a focus on What they do rather than Why they do it, resulting in a loss of inspiration and authenticity.

Signs of the split:

• Emphasis on short-term gains over long-term vision

• Decisions driven by data rather than purpose

• Loss of employee engagement and customer loyalty

• Increased reliance on manipulative tactics to drive sales

Overcoming the split. Leaders must continually reinforce the organization's Why, ensuring it remains central to all decisions and actions. This may involve:

• Regular communication of the purpose to all stakeholders

• Aligning incentives with the Why, not just financial metrics

• Developing succession plans that prioritize cultural fit

Finding WHY is a process of discovery, not invention.

Looking backward to move forward. Discovering your Why involves examining your past experiences, identifying patterns, and understanding what truly drives you. This process is not about creating a purpose, but uncovering one that already exists.

Steps to discover your Why:

1. Reflect on peak experiences in your life

2. Identify common themes in these experiences

3. Consider how you've helped or inspired others

4. Look for patterns in your behavior and decision-making

5. Articulate your Why in a simple, clear statement

The power of purpose. A clear Why provides direction, motivation, and resilience in the face of challenges. It helps individuals and organizations make authentic decisions and attract like-minded people.

When you compete against everyone else, no one wants to help you. But when you compete against yourself, everyone wants to help you.

Redefining competition. True leadership isn't about outperforming others, but about inspiring people to work towards a shared vision. By focusing on your Why and striving to improve yourself, you create an environment that attracts support and collaboration.

Characteristics of inspiring leaders:

• Focus on personal growth and improvement

• Communicate a clear and compelling Why

• Build trust through authenticity and consistency

• Create environments that foster innovation and cooperation

The ripple effect. When leaders and organizations operate from a clear sense of purpose, they inspire others to do the same. This creates a positive cycle of inspiration and innovation that can transform industries and societies.