EP 165 Start with Why: The Key to Lasting Impact

Want to build a loyal following and achieve lasting success? Start with WHY. 🎯 #AdvancedQualityPrograms #TheQualityGuy #StartWithWhy

.At the start of the book, Simon Sinek argues that if everyone found their “why,” we would all feel fulfilled by our work. While almost everyone would agree with this idea, Sinek says that most people don’t even consider the possibility of loving their work. However, Simon says we can all find tasks that fulfill us; therefore, we need a “why,” something that gives our lives deeper meaning and makes everything else secondary.

Simon Sinek explains that he is a good example of this. Despite having a successful career in advertising, he felt unfulfilled until he discovered his own “why.” He started his own business to inspire people to find their “why.” His goal became to inspire others to pursue what excites them, which in turn inspires others too. His idea is that we all can find our “why” just by following a few simple principles, and by following them, we can create businesses and organizations where everyone has a “why,” gradually helping everybody change for the positive. But it all starts with the individual “why” inside each of us.

To motivate others, every person or organization needs to learn to inspire action, whether it’s working more effectively, engaging in charity, voting, or donating. However, most businesses use outdated strategies, offering incentives or threats. On the other hand, good managers inspire action without rewards or punishments. People follow others not for rational reasons but because they feel compelled to; it is a deeper motivation that surpasses material incentives. Enthusiastic people are personally invested and remain that way, bringing personal resources and sacrificing to achieve a goal. They act not for rewards but because they see deeper meaning in their actions and feel their true calling.

Sinek uses the example of the Wright brothers, who built the first engine-powered plane in 1903 without a trained team, industry ties, or financial support. Their motivation was the challenge of achieving the impossible, not wealth or fame. This dedication was crucial to their success and gave them an edge over their competitors.

To lead and motivate others, Sinek uses the analogy of a Golden Circle. This idea consists of three concentric circles: the “why” at the center, the “how” around it, and the “what” as the outermost circle.

The “what” describes the activities of a business or organization, like manufacturing products or offering services. The “how” explains the way these activities are achieved, emphasizing unique processes or cultures. The “why” defines the mission or main goal of the organization.

Many businesses lack a clear “why,” which is crucial for effective cooperation. Profits are not a “why” but a result of the “what” and “how.” According to Sinek, the use of the Golden Circle perspective can create an inspiring and effective leadership model. In that sense, good leaders communicate from the inside out, starting with the “why” to foster a sense of belonging and emotional investment. This approach motivates people to join movements, buy products, and support brands because they see a deeper meaning in their actions.

According to Sinek, the clearer we describe and communicate the “why,” the more people will resonate with it, because people don’t buy what we make; they buy why we make it. Therefore, leaders start at the core of that Golden Circle, explaining why they do what they do, then how they do it, and finally what their product is.

Apple’s “Think Different” slogan is a good example. In it, they express their philosophy of challenging the status quo, effectively communicating their “why.” Their “how” is a user-friendly and visually appealing design, and their “what” includes products like computers, smartphones, and MP3 players. When people are excited by the “why,” the specific product is just the expression of the whole. Businesses that start with “why” are more stable and successful because they inspire employees and customers, leading to loyal followers who can help change industries or even the world.

Businesses with a clear “why” can be more authentic and imaginative, ignoring competition. Excited people are a business’s greatest resource, working harder and longer because they believe in the cause. Therefore, it’s crucial to find supporters and employees who share the same “why,” not just those with specific skills.

In that sense, businesses should focus on hiring motivated employees and then inspire them based on the “why,” rather than hiring based solely on qualifications. The book uses Southwest Airlines as an example, explaining that by hiring cheerleaders and dancers as flight attendants in the 1970s, they naturally spread joy and attracted more like-minded staff. Enthusiastic employees then thrive in a trusting environment, fostering innovation and dedication to the company’s goals.

The book argues that long-term success depends on maintaining the original “why.” As organizations grow, it’s critical to preserve the founders’ “why” in the culture to prevent it from being overshadowed by the urgency of short-term goals and numbers. This ensures that future leaders of the organization can uphold the organization’s core mission, even after the founders leave.

Sinek then turns the argument towards the idea that many businesses use manipulative tactics to influence customers, ignoring their true motivations, which is counterproductive and doesn’t build trust. It commoditizes the business. Instead of exciting customers with the “why,” they become a series of generic sales tactics with no special connection to the product or service.

Without a clear “why,” it becomes a generic use of tricks such as alleged clearance sales, limited-time offers, and two-for-one deals, where those companies believe they gain customers with one-time opportunities. These methods work temporarily but don’t build trust or loyalty. On the other hand, according to Sinek, the “why” creates truly loyal customers who always prefer their favorite business’s products, even if they aren’t the best or cheapest, like Apple or Harley-Davidson.

In summary, the book argues that businesses, individuals, and movements of all kinds should always start with their “why”—their reason for doing something. This should be the basis for every decision made and every message communicated. By doing so, we will attract loyal supporters and achieve long-term success.

In my opinion, the book provides a simple yet profound explanation of the fundamental principle behind every project. All quality standards and philosophies remind us of the importance of mission and purpose. All quality standards start with the quality policy, and all quality philosophies start with the “why” of doing things. It’s a great reminder to focus on the vision and mission, put in simple but relatable terms.