Book review (start with why) – PowerPoint Presentation

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START WITH START WITH START WITH START WITH
WHYWHYWHYWHY
HOW GREAT LEADERS INSPIRE
EVERYONE TO TAKE ACTION
SIMON SINEKSIMON SINEKSIMON SINEKSIMON SINEK
PORTFOLIO

PORTFOLIO
Published by the Penguin Group
Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, U.S.A. Penguin Group (Canada), 90
Eglinton Avenue East, Suite 700, Toronto, Ontario, Canada M4P 2Y3 (a division of Pearson Penguin Canada Inc.)
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Rosebank, Johannesburg 2196, South Africa
Penguin Books Ltd, Registered Offices: 80 Strand, London WC2R ORL, England
First published in 2009 by Portfolio, a member of Penguin Group (USA) Inc.
7 9 10 8 6
Copyright © Simon Sinek, 2009 All rights reserved
“The Sneetches” from The Sneetches and Other Stories by Dr. Seuss. Trademark TM and copyright © by Dr. Seuss
Enterprises, L.P. 1953,1954,1961, renewed 1989. All rights reserved. Used by permission of Random House
Children’s Books, a division of Random House, Inc. and International Creative Management, Inc., agents for Dr.
Seuss Enterprises, L.P.
LIBRARY OF CONGRESS C ATALO GIN G -1N – P UBLI C AT IO N DATA Sinek, Simon.
Start with why: how great leaders inspire everyone to take action / by Simon Sinek. p. cm.
Includes bibliographical references and index. ISBN 978-1-59184-280-4 1. Leadership. I. Tide. HD57.7.S549 2009
658.4*092—dc22 2009021862
Printed in the United States of America Set in Minion
Designed by Victoria Hartman
Without limiting the rights under copyright reserved above, no part of this publication may be reproduced,
stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic,
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that occur after publication. Further, publisher does not have any control over and does not assume any
responsibility for author or third-party Web sites or their content.

For Victoria,
who finds good ideas
and makes them great

There are leaders and there are those who lead. Leaders
hold a position of power or influence. Those who lead
inspire us.
Whether individuals or organizations, we follow those who lead
not because we have to, but because we want to. We follow those
who lead not for them, but for ourselves.
This is a book for those who want to inspire others and for those
who want to find someone to inspire them.

CONTENTS
Introduction: Why Start with Why? 1
PART 1PART 1PART 1PART 1:::: A WORLD THAT DOESN’T START WITH WHY
1. Assume You Know 11
2. Carrots and Sticks 17
PARTPARTPARTPART 2: AN ALTERNATIVE PERSPECTIVE
3. The Golden Circle 41
4. This Is Not Opinion, This Is Biology 57
5. Clarity, Discipline and Consistency 71
PARTPARTPARTPART 3: LEADERS NEED A FOLLOWING
6. The Emergence of Trust 91
7. How a Tipping Point Tips 127
PART 4:PART 4:PART 4:PART 4: HOW TO RALLY THOSE WHO BELIEVE
8. Start with WHY, but Know HOW 147
9. Know WHY. Know HOW. Then WHAT? 171
10. Communication Is Not About Speaking,
It’s About Listening 179

PART 5:PART 5:PART 5:PART 5: THE BIGGEST CHALLENGE IS SUCCESS
11. When WHY Goes Fuzzy 195
12. Split Happens 205
PART 6:PART 6:PART 6:PART 6: DISCOVER WHY
13. The Origins of a WHY 233
14. The New Competition 247
Acknowledgments 251
Notes 257

1
INTRODUCTIONINTRODUCTIONINTRODUCTIONINTRODUCTION
WHY START WITH WHY?
This book is about a naturally occurring pattern, a way of thinking,
acting and communicating that gives some leaders the ability to
inspire those around them. Although these “natural-born leaders”
may have come into the world with a predisposition to inspire, the
ability is not reserved for them exclusively. We can all learn this
pattern. With a little discipline, any leader or organization can in-
spire others, both inside and outside their organization, to help
advance their ideas and their vision. We can all learn to lead.
The goal of this book is not simply to try to fix the things that
aren’t working. Rather, I wrote this book as a guide to focus on and
amplify the things that do work. I do not aim to upset the solutions
offered by others. Most of the answers we get, when based on sound
evidence, are perfectly valid. However, if we’re starting with the
wrong questions, if we don’t understand the cause, then even the
right answers will always steer us wrong … eventually. The truth,
you see, is always revealed… eventually.
The stories that follow are of those individuals and organizations
that naturally embody this pattern. They are the ones that start with
Why.

START WITH WHY
2
1.

The goal was ambitious. Public interest was high. Experts were
eager to contribute. Money was readily available.
Armed with every ingredient for success, Samuel Pierpont
Langley set out in the early 1900s to be the first man to pilot an
airplane. Highly regarded, he was a senior officer at the Smithso-
nian Institution, a mathematics professor who had also worked at
Harvard. His friends included some of the most powerful men in
government and business, including Andrew Carnegie and Alexan-
der Graham Bell. Langley was given a $50,000 grant from the War
Department to fund his project, a tremendous amount of money for
the time. He pulled together the best minds of the day, a veritable
dream team of talent and know-how. Langley and his team used the
finest materials, and the press followed him everywhere. People all
over the country were riveted to the story, waiting to read that he
had achieved his goal. With the team he had gathered and ample
resources, his success was guaranteed.
Or was it?
A few hundred miles away, Wilbur and Orville Wright were
working on their own flying machine. Their passion to fly was so
intense that it inspired the enthusiasm and commitment of a ded-
icated group in their hometown of Dayton, Ohio. There was no
funding for their venture. No government grants. No high-level
connections. Not a single person on the team had an advanced
degree or even a college education, not even Wilbur or Orville. But
the team banded together in a humble bicycle shop and made their
vision real. On December 17, 1903, a small group witnessed a man
take flight for the first time in history.
How did the Wright brothers succeed where a better-equipped,
better-funded and better-educated team could not?

WHY STAR WITH WHY
3
It wasn’t luck. Both the Wright brothers and Langley were highly
motivated. Both had a strong work ethic. Both had keen scientific
minds. They were pursuing exactly the same goal, but only the
Wright brothers were able to inspire those around them and truly
lead their team to develop a technology that would change the
world. Only the Wright brothers started with Why.
2.
In 1965, students on the campus of the University of California,
Berkeley, were the first to publicly burn their draft cards to protest
America’s involvement in the Vietnam War. Northern California
was a hotbed of antigovernment and antiestablishment sentiment;
footage of clashes and riots in Berkeley and Oakland was beamed
around the globe, fueling sympathetic movements across the United
States and Europe. But it wasn’t until 1976, nearly three years after
the end of America’s military involvement in the Vietnam conflict,
that a different revolution ignited.
They aimed to make an impact, a very big impact, even chal-
lenge the way people perceived how the world worked. But these
young revolutionaries did not throw stones or take up arms against
an authoritarian regime. Instead, they decided to beat the system at
its own game. For Steve Wozniak and Steve Jobs, the cofounders of
Apple Computer, the battlefield was business and the weapon of
choice was the personal computer.
The personal computer revolution was beginning to brew when
Wozniak built the Apple I. Just starting to gain attention, the tech-
nology was primarily seen as a tool for business. Computers were
too complicated and out of the price range of the average individ-
ual. But Wozniak, a man not motivated by money, envisioned a
nobler purpose for the technology. He saw the personal computer
as a way for the little man to take on a corporation. If he could

START WITH WHY
4
figure out a way to get it in the hands of the individual, he thought,
the computer would give nearly anyone the ability to perform many
of the same functions as a vastly better resourced company. The
personal computer could level the playing field and change the way
the world operated. Woz designed the Apple I, and improved the
technology with the Apple II, to be affordable and simple to use.
No matter how visionary or how brilliant, a great idea or a great
product isn’t worth much if no one buys it. Wozniak’s best friend at
the time, the twenty-one-year-old Steve Jobs, knew exactly what to
do. Though he had experience selling surplus electronics parts, Jobs
would prove to be much more than a good salesman. He wanted to
do something significant in the world, and building a company was
how he was going to do it. Apple was the tool he used to ignite his
revolution.
In their first year in business, with only one product, Apple
made a million dollars in revenues. By year two, they did $10 mil-
lion in sales. In their fourth year they sold $100 million worth of
computers. And in just six years, Apple Computer was a billion-
dollar company with over 3,000 employees.
Jobs and Woz were not the only people taking part in the per-
sonal computer revolution. They weren’t the only smart guys in the
business; in fact, they didn’t know much about business at all. What
made Apple special was not their ability to build such a fast-growth
company. It wasn’t their ability to think differently about personal
computers. What has made Apple special is that they’ve been able to
repeat the pattern over and over and over. Unlike any of their
competitors, Apple has successfully challenged conventional think-
ing within the computer industry, the small electronics industry, the
music industry, the mobile phone industry and the broader
entertainment industry. And the reason is simple. Apple inspires.
Apple starts with Why.

WHY STAR WITH WHY
5
3.
He was not perfect. He had his complexities. He was not the only
one who suffered in a pre-civil rights America, and there were
plenty of other charismatic speakers. But Martin Luther King Jr. had
a gift. He knew how to inspire people.
Dr. King knew that if the civil rights movement was to succeed,
if there was to be a real, lasting change, it would take more than him
and his closest allies. It would take more than rousing words and
eloquent speeches. It would take people, tens of thousands of
average citizens, united by a single vision, to change the country. At
11:00 a.m. on August 28, 1963, they would send a message to Wash-
ington that it was time for America to steer a new course.
The organizers of the civil rights movement did not send out
thousands of invitations, nor was there a Web site to check the date.
But the people came. And they kept coming and coming. All told, a
quarter of a million people descended on the nation’s capital in time
to hear the words immortalized by history, delivered by the man
who would lead a movement that would change America forever: “I
have a dream.”
The ability to attract so many people from across the country, of
all colors and races, to join together on the right day, at the right
time, took something special. Though others knew what had to
change in America to bring about civil rights for all, it was Martin
Luther King who was able to inspire a country to change not just for
the good of a minority, but for the good of everyone. Martin
Luther King started with Why.
. . .
There are leaders and there are those who lead. With only 6 percent
market share in the United States and about 3 percent worldwide,
Apple is not a leading manufacturer of home computers. Yet the
company leads the computer industry and is now a leader in other

START WITH WHY
6
industries as well. Martin Luther King’s experiences were not
unique, yet he inspired a nation to change. The Wright brothers
were not the strongest contenders in the race to take the first
manned, powered flight, but they led us into a new era of aviation
and, in doing so, completely changed the world we live in.
Their goals were not different than anyone else’s, and their sys-
tems and processes were easily replicated. Yet the Wright brothers,
Apple and Martin Luther King stand out among their peers. They
stand apart from the norm and their impact is not easily copied.
They are members of a very select group of leaders who do some-
thing very, very special. They inspire us.
Just about every person or organization needs to motivate others
to act for some reason or another. Some want to motivate a purchase
decision. Others are looking for support or a vote. Still others are
keen to motivate the people around them to work harder or smarter
or just follow the rules. The ability to motivate people is not, in
itself, difficult. It is usually tied to some external factor. Tempting
incentives or the threat of punishment will often elicit the behavior
we desire. General Motors, for example, so successfully motivated
people to buy their products that they sold more cars than any other
automaker in the world for over seventy- seven years. Though they
were leaders in their industry, they did not lead.
Great leaders, in contrast, are able to inspire people to act. Those
who are able to inspire give people a sense of purpose or belonging
that has little to do with any external incentive or benefit to be
gained. Those who truly lead are able to create a following of people
who act not because they were swayed, but because they were
inspired. For those who are inspired, the motivation to act is deeply
personal. They are less likely to be swayed by incentives. Those who
are inspired are willing to pay a premium or endure inconvenience,
even personal suffering. Those who are able to inspire will create a
following of people—supporters, voters, customers, workers—who

WHY STAR WITH WHY
7
act for the good of the whole not because they have to, but because
they want to.
Though relatively few in number, the organizations and leaders
with the natural ability to inspire us come in all shapes and sizes.
They can be found in both the public and private sectors. They are
in all sorts of industries—selling to consumers or to other busi-
nesses. Regardless of where they exist, they all have a dispropor-
tionate amount of influence in their industries. They have the most
loyal customers and the most loyal employees. They tend to be more
profitable than others in their industry. They are more innovative,
and most importantly, they are able to sustain all these things over
the long term. Many of them change industries. Some of them even
change the world.
The Wright brothers, Apple and Dr. King are just three exam-
pies. Harley-Davidson, Disney and Southwest Airlines are three
more. John F. Kennedy and Ronald Reagan were also able to inspire.
No matter from where they hail, they all have something in
common. All the inspiring leaders and companies, regardless of size
or industry, think, act and communicate exactly alike.
And it’s the complete opposite of everyone else.
What if we could all learn to think, act and communicate like
those who inspire? I imagine a world in which the ability to inspire
is practiced not just by a chosen few, but by the majority. Studies
show that over 80 percent of Americans do not have their dream job.
If more knew how to build organizations that inspire, we could live
in a world in which that statistic was the reverse—a world in which
over 80 percent of people loved their jobs. People who love going to
work are more productive and more creative. They go home
happier and have happier families. They treat their colleagues and
clients and customers better. Inspired employees make for stronger
companies and stronger economies. That is why I wrote this book. I
hope to inspire others to do the things that inspire them so that

START WITH WHY
8
together we may build the companies, the economy and a world in
which trust and loyalty are the norm and not the exception. This
book is not designed to tell you what to do or how to do it. Its goal
is not to give you a course of action. Its goal is to offer you the cause
of action.
For those who have an open mind for new ideas, who seek to
create long-lasting success and who believe that your success re-
quires the aid of others, I offer you a challenge. From now on, start
with Why.

ASSUME YOU KNOW

9

PART I
A WORLD THAT
DOESN’T START
WITH WHY

START WITH WHY
10

11
1

ASSUME YOU KNOW
On a cold January day, a forty-three-year-old man was
sworn in as the chief executive of his country. By his side
stood his predecessor, a famous general who, fifteen years
earlier, had commanded his nation’s armed forces in a war
that resulted in the defeat of Germany. The young leader
was raised in the Roman Catholic faith. He spent the next
five hours watching parades in his honor and stayed up
celebrating until three o’clock in the morning.
You know who I’m describing, right?
It’s January 30, 1933, and I’m describing Adolf Hitler and not, as
most people would assume, John F. Kennedy.
The point is, we make assumptions. We make assumptions about
the world around us based on sometimes incomplete or false
information. In this case, the information I offered was incomplete.
Many of you were convinced that I was describing John F. Kennedy
until I added one minor little detail: the date.
This is important because our behavior is affected by our as-
sumptions or our perceived truths. We make decisions based on
what we think we know. It wasn’t too long ago that the majority of

START WITH WHY
12
people believed the world was flat. This perceived truth impacted
behavior. During this period, there was very little exploration. Peo-
ple feared that if they traveled too far they might fall off the edge of
the earth. So for the most part they stayed put. It wasn’t until that
minor detail was revealed—the world is round—that behaviors
changed on a massive scale. Upon this discovery, societies began to
traverse the planet. Trade routes were established; spices were
traded. New ideas, like mathematics, were shared between societies
which unleashed all kinds of innovations and advancements. The
correction of a simple false assumption moved the human race
forward.
Now consider how organizations are formed and how decisions
are made. Do we really know why some organizations succeed and
why others don’t, or do we just assume? No matter your definition
of success—hitting a target stock price, making a certain amount of
money, meeting a revenue or profit goal, getting a big promotion,
starting your own company, feeding the poor, winning public
office—how we go about achieving our goals is very similar. Some
of us just wing it, but most of us try to at least gather some data so
we can make educated decisions. Sometimes this gathering process
is formal—like conducting polls or market research. And sometimes
it’s informal, like asking our friends and colleagues for advice or
looking back on our own personal experience to provide some
perspective. Regardless of the process or the goals, we all want to
make educated decisions. More importantly, we all want to make
the right decisions.
As we all know, however, not all decisions work out to be the
right ones, regardless of the amount of data we collect. Sometimes
the impact of those wrong decisions is minor, and sometimes it can
be catastrophic. Whatever the result, we make decisions based on a
perception of the world that may not, in fact, be completely accu-
rate. Just as so many were certain that I was describing John F.

ASSUME YOU KNOW

13
Kennedy at the beginning of this section. You were certain you were
right. You might even have bet money on it—a behavior based on
an assumption. Certain, that is, until I offered that little detail of the
date.
Not only bad decisions are made on false assumptions. Some-
times when things go right, we think we know why, but do we re-
ally? That the result went the way you wanted does not mean you
can repeat it over and over. I have a friend who invests some of his
own money. Whenever he does well, it’s because of his brains and
ability to pick the right stocks, at least according to him. But when
he loses money, he always blames the market. I have no issue with
either line of logic, but either his success and failure hinge upon his
own prescience and blindness or they hinge upon good and bad
luck. But it can’t be both.
So how can we ensure that all our decisions will yield the best
results for reasons that are fully within our control? Logic dictates
that more information and data are key. And that’s exactly what we
do. We read books, attend conferences, listen to podcasts and ask
friends and colleagues—all with the purpose of finding out more so
we can figure out what to do or how to act. The problem is, we’ve all
been in situations in which we have all the data and get lots of good
advice but things still don’t go quite right. Or maybe the impact
lasted for only a short time, or something happened that we could
not foresee. A quick note to all of you who correctly guessed Adolf
Hitler at the beginning of the section: the details I gave are the same
for both Hitler and John F. Kennedy, it could have been either. You
have to be careful what you think you know. Asumptions, you see,
even when based on sound research, can lead us astray.
Intuitively we understand this. We understand that even with
mountains of data and good advice, if things don’t go as expected,
it’s probably because we missed one, sometimes small but vital de-
tail. In these cases, we go back to all our sources, maybe seek out

START WITH WHY
14
some new ones, and try to figure out what to do, and the whole
process begins again. More data, however, doesn’t always help, es-
pecially if a flawed assumption set the whole process in motion in
the first place. There are other factors that must be considered, fac-
tors that exist outside of our rational, analytical, information-
hungry brains.
There are times in which we had no data or we chose to ignore
the advice or information at hand and just went with our gut and
things worked out just fine, sometimes even better than expected.
This dance between gut and rational decision-making pretty much
covers how we conduct business and even live our lives. We can
continue to slice and dice all the options in every direction, but at
the end of all the good advice and all the compelling evidence,
we’re left where we started: how to explain or decide a course of
action that yields a desired effect that is repeatable. How can we
have 20/20 foresight?
There is a wonderful story of a group of American car executives
who went to Japan to see a Japanese assembly line. At the end of the
line, the doors were put on the hinges, the same as in America. But
something was missing. In the United States, a line worker would
take a rubber mallet and tap the edges of the door to ensure that it
fit perfectly. In Japan, that job didn’t seem to exist. Confused, the
American auto executives asked at what point they made sure the
door fit perfectly. Their Japanese guide looked at them and smiled
sheepishly. “We make sure it fits when we design it.” In the
Japanese auto plant, they didn’t examine the problem and
accumulate data to figure out the best solution—they engineered
the outcome they wanted from the beginning. If they didn’t achieve
their desired outcome, they understood it was because of a decision
they made at the start of the process.
At the end of the day, the doors on the American-made and
Japanese-made cars appeared to fit when each rolled off the as-

ASSUME YOU KNOW

15
sembly line. Except the Japanese didn’t need to employ someone to
hammer doors, nor did they need to buy any mallets. More impor-
tantly, the Japanese doors are likely to last longer and maybe even
be more structurally sound in an accident. All this for no other
reason than they ensured the pieces fit from the start.
What the American automakers did with their rubber mallets is
a metaphor for how so many people and organizations lead. When
faced with a result that doesn’t go according to plan, a series of
perfectly effective short-term tactics are used until the desired out-
come is achieved. But how structurally sound are those solutions?
So many organizations function in a world of tangible goals and the
mallets to achieve them. The ones that achieve more, the ones that
get more out of fewer people and fewer resources, the ones with an
outsized amount of influence, however, build products and com-
panies and even recruit people that all fit based on the original
intention. Even though the outcome may look the same, great lead-
ers understand the value in the things we cannot see.
Every instruction we give, every course of action we set, every
result we desire, starts with the same thing: a decision. There are
those who decide to manipulate the door to fit to achieve the desired
result and there are those who start from somewhere very different.
Though both courses of action may yield similar short- term results,
it is what we can’t see that makes long-term success more
predictable for only one. The one that understood why the doors
need to fit by design and not by default.

16

17
2
CARROTS AND STICKS
Manipulation vs. Inspiration
There’s barely a product or service on the market today that cus-
tomers can’t buy from someone else for about the same price, about
the same quality, about the same level of service and about the same
features. If you truly have a first-mover’s advantage, it’s probably
lost in a matter of months. If you offer something truly novel,
someone else will soon come up with something similar and maybe
even better.
But if you ask most businesses why their customers are their
customers, most will tell you it’s because of superior quality, fea-
tures, price or service. In other words, most companies have no clue
why their customers are their customers. This is a fascinating
realization. If companies don’t know why their customers are their
customers, odds are good that they don’t know why their employees
are their employees either.
If most companies don’t really know why their customers are
their customers or why their employees are their employees, then

START WITH WHY
18
how do they know how to attract more employees and encourage
loyalty among those they already have? The reality is, most busi-
nesses today are making decisions based on a set of incomplete or,
worse, completely flawed assumptions about what’s driving their
business.
There are only two ways to influence human behavior: you can
manipulate it or you can inspire it. When I mention manipulation,
this is not necessarily pejorative; it’s a very common and fairly be-
nign tactic. In fact, many of us have been doing it since we were
young. “I’ll be your best friend” is the highly effective negotiating
tactic employed by generations of children to obtain something they
want from a peer. And as any child who has ever handed over
candy hoping for a new best friend will tell you, it works.
From business to politics, manipulations run rampant in all
forms of sales and marketing. Typical manipulations include: drop-
ping the price; running a promotion; using fear, peer pressure or
aspirational messages; and promising innovation to influence
behavior—be it a purchase, a vote or support. When companies or
organizations do not have a clear sense of why their customers are
their customers, they tend to rely on a disproportionate number of
manipulations to get what they need. And for good reason. Ma-
nipulations work.
Price
Many companies are reluctant to play the price game, but they do
so because they know it is effective. So effective, in fact, that the
temptation can sometimes be overwhelming. There are few profes-
sional services firms that, when faced with an opportunity to land a
big piece of business, haven’t just dropped their price to make the
deal happen. No matter how they rationalized it to themselves or
their clients, price is a highly effective manipulation. Drop your
prices low enough and people will buy from you. We see it at the

CARROTS AND STICKS
19
end of a retail season when products are “priced to move.” Drop the
price low enough and the shelves will very quickly clear to make
room for the next season’s products.
Playing the price game, however, can come at tremendous cost
and can create a significant dilemma for the company. For the seller,
selling based on price is like heroin. The short-term gain is fantastic,
but the more you do it, the harder it becomes to kick the habit. Once
buyers get used to paying a lower-than-average price for a product
or service, it is very hard to get them to pay more. And the sellers,
facing overwhelming pressure to push prices lower and lower in
order to compete, find their margins cut slimmer and slimmer. This
only drives a need to sell more to compensate. And the quickest
way to do that is price again. And so the downward spiral of price
addiction sets in. In the drug world, these addicts are called junkies.
In the business world, we call them commodities. Insurance. Home
computers. Mobile phone service. Any number of packaged goods.
The list of commodities created by the price game goes on and on.
In nearly every circumstance, the companies that are forced to treat
their products as commodities brought it upon themselves. I cannot
debate that dropping the price is not a perfectly legitimate way of
driving business; the challenge is staying profitable.
Wal-Mart seems to be an exception to the rule. They have built a
phenomenally successful business playing the price game. But it
also came at a high cost. Scale helped Wal-Mart avoid the inherent
weaknesses of a price strategy, but the company’s obsession with
price above all else has left it scandal-ridden and hurt its reputation.
And every one of the company’s scandals was born from its
attempts to keep costs down so it could afford to offer such low
prices.
Price always costs something. The question is, how much are
you willing to pay for the money you make?

START WITH WHY
20
Promotions
General Motors had a bold goal. To lead the American automotive
industry in market share. In the 1950s there were four choices of car
manufacturer in the United States: GM, Ford, Chrysler and AMC.
Before foreign automakers entered the field, GM dominated. New
competition, as one would expect, made that goal harder to
maintain. I don’t need to provide any data to explain how much has
changed in the auto industry in fifty years. But General Motors held
fast through most of the last century and maintained its prized
dominance.
Since 1990, however, Toyota’s share of the U.S. market has more
than doubled. By 2007, Toyota’s share had climbed to 16.3 percent,
from only 7.8 percent. During the same period, GM saw its U.S.
market share drop dramatically from 35 percent in 1990 to 23.8
percent in 2007. And in early 2008, the unthinkable happened: U.S.
consumers bought more foreign-made automobiles than ones made
in America.
Since the 1990s, faced with this onslaught of competition from
Japan, GM and the other U.S. automakers have scrambled to offer
incentives aimed at helping them hold on to their dwindling share.
Heavily promoted with advertising, GM, for one, has offered cash-
back incentives of between $500 and $7,000 to customers who
bought their cars and trucks. For a long time the promotions
worked brilliantly. GM’s sales were on the rise again.
But in the long term the incentives only helped to dramatically
erode GM’s profit margins and put them in a deep hole. In 2007,
GM lost $729 per vehicle, in large part due to incentives. Realizing
that the model was unsustainable, GM announced it would reduce
the amount of the cash-back incentives it offered, and with that
reduction, sales plummeted. No cash, no customers. The auto in-
dustry had effectively created cash-back junkies out of customers,
building an expectation that there’s no such thing as full price.

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21
Whether it is “two for one” or “free toy inside,” promotions are
such common manipulations that we often forget that we’re being
manipulated in the first place. Next time you’re in the market for a
digital camera, for example, pay attention to how you make your
decision. You’ll easily find two or three cameras with the spec-
ifications you need—size, number of megapixels, comparable price,
good brand name. But perhaps one has a promotion—a free
carrying case or free memory card. Given the relative parity of the
features and benefits, that little something extra is sometimes all it
takes to tip the scale. In the business-to-business world, pro-
motions are called “value added.” But the principles are the same—
give something away for free to reduce the risk so that someone will
do business with you. And like price, promotions work.
The manipulative nature of promotions is so well established in
retail that the industry even named one of the principles. They call it
breakage. Breakage measures the percentage of customers who fail
to take advantage of a promotion and end up paying full price for a
product instead. This typically happens when buyers don’t bother
performing the necessary steps to claim their rebates, a process pur-
posely kept complicated or inconvenient to increase the likelihood
of mistakes or inaction to keep that breakage number up.
Rebates typically require the customer to send in a copy of a
receipt, cut out a bar code from the packaging and painstakingly fill
out a rebate form with details about the product and how it was
purchased. Sending in the wrong part of the box or leaving out a
detail on the application can delay the rebate for weeks, months, or
void it altogether. The rebate industry also has a name for the num-
ber of customers who just don’t bother to apply for the rebate, or
who never cash the rebate check they receive. That’s called slippage.
For businesses, the short-term benefits of rebates and other ma-
nipulations are clear: a rebate lures customers to pay full price for a
product that they may have considered buying only because of the

START WITH WHY
22
prospect of a partial refund. But nearly 40 percent of those custom-
ers never get the lower price they thought they were paying. Call it
a tax on the disorganized, but retailers rely on it.
Regulators have stepped up their scrutiny of the rebate industry,
but with only limited success. The rebate process remains cumber-
some and that means free money for the seller. Manipulation at its
best. But at what cost?
Fear
If someone were to hold up a bank with a banana in his pocket, he
would be charged with armed robbery. Clearly, no victim was in
any danger of being shot, but it is the belief that the robber has a
real gun that is considered by the law. And for good reason.
Knowing full well that fear will motivate them to comply with his
demands, the robber took steps to make his victims afraid. Fear, real
or perceived, is arguably the most powerful manipulation of the lot.
“No one ever got fired for hiring IBM,” goes the old adage, de-
scribing a behavior completely borne out of fear. An employee in a
procurement department, tasked with finding the best suppliers for
a company, turns down a better product at a better price simply
because it is from a smaller company or lesser-known brand. Fear,
real or perceived, that his job would be on the line if something
went wrong was enough to make him ignore the express purpose of
his job, even do something that was not in the company’s best
interest.
When fear is employed, facts are incidental. Deeply seated in our
biological drive to survive, that emotion cannot be quickly wiped
away with facts and figures. This is how terrorism works. It’s not
the statistical probability that one could get hurt by a terrorist, but
it’s the fear that it might happen that cripples a population.
A powerful manipulator, fear is often used with far less nefari-
ous motivations. We use fear to raise our kids. We use fear to mo-

CARROTS AND STICKS
23
tivate people to obey a code of ethics. Fear is regularly used in
public service ads, say to promote child safety or AIDS awareness,
or the need to wear seat belts. Anyone who was watching television
in the 1980s got a heavy dose of antidrug advertising, including one
often-mimicked public service ad from a federal program to combat
drug abuse among teenagers: “This is your brain,” the man’s voice
said as he held up a pristine white egg. Then he cracked the egg into
a frying pan of spattering hot oil. “This is your brain on drug. Any
questions?”
And another ad intended to scare the hell out of any brash teen-
ager: “Cocaine doesn’t make you sexy… it makes you dead.”
Likewise, when politicians say that their opponent will raise
taxes or cut spending on law enforcement, or the evening news
alerts you that your health or security are at risk unless you tune in
at eleven, both are attempting to seed fear among voters and view-
ers, respectively. Businesses also use fear to agitate the insecurity
we all have in order to sell products. The idea is that if you don’t
buy the product or service, something bad could happen to you.
“Every thirty-six seconds, someone dies of a heart attack,” states
an ad for a local cardiac specialist. “Do you have radon? Your neigh-
bor does!” reads the ad on the side of a truck for some company
selling a home-pollution-inspection service. And, of course, the
insurance industry would like to sell you term life insurance “before
it’s too late.”
If anyone has ever sold you anything with a warning to fear the
consequences if you don’t buy it, they are using a proverbial gun to
your head to help you see the “value” of choosing them over their
competitor. Or perhaps it’s just a banana. But it works.
Aspirations
“Quitting smoking is the easiest thing I’ve ever done,” said Mark
Twain. “I’ve done it hundreds of times.”

START WITH WHY
24
If fear motivates us to move away from something horrible,
aspirational messages tempt us toward something desirable.
Marketers often talk about the importance of being aspirational,
offering someone something they desire to achieve and the ability to
get there more easily with a particular product or service. “Six steps
to a happier life.” “Work those abs to your dream dress size!” “In six
short weeks you can be rich.” All these messages manipulate. They
tempt us with the things we want to have or to be the person we
wish we were.
Though positive in nature, aspirational messages are most ef-
fective with those who lack discipline or have a nagging fear or
insecurity that they don’t have the ability to achieve their dreams on
their own (which, at various times for various reasons, is everyone).
I always joke that you can get someone to buy a gym membership
with an aspirational message, but to get them to go three days a
week requires a bit of inspiration. Someone who lives a healthy
lifestyle and is in a habit of exercising does not respond to “six easy
steps to losing weight.” It’s those who don’t have the lifestyle that
are most susceptible. It’s not news that a lot of people try diet after
diet after diet in an attempt to get the body of their dreams. And no
matter the regime they choose, each comes with the qualification
that regular exercise and a balanced diet will help boost results. In
other words, discipline. Gym memberships tend to rise about 12
percent every January, as people try to fulfill their New Year’s
aspiration to live a healthier life. Yet only a fraction of those
aspiring fitness buffs are still attending the gym by the end of the
year. Aspirational messages can spur behavior, but for most, it
won’t last.
Aspirational messages are not only effective in the consumer
market, they also work quite well in business-to-business transac-
tions. Managers of companies, big and small, all want to do well, so
they make decisions, hire consultants and implement systems to

CARROTS AND STICKS
25
help them achieve that desired outcome. But all too often, it is not
the systems that fail but the ability to maintain them. I can speak
from personal experience here. I’ve implemented a lot of systems or
practices over the years to help me “achieve the success to which I
aspire,” only to find myself back to my old habits two weeks later. I
aspire for a system that will help me avoid implementing systems to
meet all my aspirations. But I probably wouldn’t be able to follow it
for very long.
This short-term response to long-term desires is alive and well in
the corporate world also. A management consultant friend of mine
was hired by a billion-dollar company to help it fulfill its goals and
aspirations. The problem was, she explained, no matter the issue,
the company’s managers were always drawn to the quicker, cheaper
option over the better long-term solution. Just like the habitual
dieter, “they never have the time or money to do it right the first
time,” she said of her client, “but they always have the time and
money to do it again.”
Peer Pressure
“Four out of five dentists prefer Trident,” touts the chewing gum
advertisement in an attempt to get you to try their product. “A
double-blind study conducted at a top university concluded . . .”
pushes a late-night infomercial. “If the product is good enough for
professionals, it’s good enough for you,” the advertising eggs on.
“With over a million satisfied customers and counting,” teases an-
other ad. These are all forms of peer pressure. When marketers
report that a majority of a population or a group of experts prefers
their product over another, they are attempting to sway the buyer to
believing that whatever they are selling is better. The peer pressure
works because we believe that the majority or the experts might
know more than we do. Peer pressure works not because the
majority or the experts are always right, but because we fear that we
may be wrong.

START WITH WHY
26
Celebrity endorsements are sometimes used to add peer pressure
to the sales pitch. “If he uses it,” we’re supposed to think, “it must be
good.” This makes sense when we hear Tiger Woods endorse Nike
golf products or Titleist golf balls. (Woods’s deal with Nike is
actually credited for putting the company on the map in the golf
world.) But Tiger has also endorsed General Motors cars, man-
agement consulting services, credit cards, food and a Tag Heuer
watch designed “especially for the golfer.” The watch, incidentally,
can withstand a 5,000-g shock, a level of shock more likely experi-
enced by the golf ball than the golfer. But Tiger endorsed it, so it
must be good. Celebrity endorsements are also used to appeal to our
aspirations and our desires to be like them. The most explicit
example was Gatorade’s “I wanna be like Mike” campaign, which
tempted youngsters to grow up and be just like Michael Jordan if
they drink Gatorade. With many other examples of celebrity en-
dorsements, however, it is harder to see the connection. Sam Water-
ston of Law & Order fame, for example, sells online trading from TD
Ameritrade. But for his celebrity, it’s uncertain what an actor famed
for convicting homicidal maniacs does for the brand. I guess he’s
“trustworthy.”
Impressionable youth are not the only ones subject to peer
pressure. Most of us have probably had an experience of being
pressured by a salesman. Have you ever had a sales rep try to sell
you some “office solution” by telling you that 70 percent of your
competitors are using their service, so why aren’t you? But what if
70 percent of your competitors are idiots? Or what if that 70 percent
were given so much value added or offered such a low price that
they couldn’t resist the opportunity? The practice is designed to do
one thing and one thing only—to pressure you to buy. To make you
feel you might be missing out on something or that everyone else
knows but you. Better to go with the majority, right?

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27
To quote my mother, “If your friends put their head in the oven,
would you do that too?” Sadly, if Michael Jordan or Tiger Woods
was paid to do just that, it might actually start a trend.
Novelty (a.k.a. Innovation)
“In a major innovation in design and engineering, [Motorola] has
created a phone of firsts,” read a 2004 press release that announced
the launch of the mobile phone manufacturer’s newest entry to the
ultracompetitive mobile phone market. “The combination of metals,
such as aircraft-grade aluminum, with new advances, such as an
internal antenna and a chemically-etched keypad, led to the for-
mation of a device that measures just 13.9mm thin.”
And it worked. Millions of people rushed to get one. Celebrities
flashed their RAZRs on the red carpet. Even a prime minister or two
was seen talking on one. Having sold over 50 million units, few
could argue that the RAZR wasn’t a huge success. “By surpassing
current mobile expectations, the RAZR represents Motorola’s his-
tory of delivering revolutionary innovations,” said former Motorola
CEO Ed Zander of his new wunder-product, “while setting a new
bar for future products coming out of the wireless industry.”
This one product was a huge financial success for Motorola. This
was truly an innovation of monumental proportions.
Or was it?
Less than four years later, Zander was forced out. The stock
traded at 50 percent of its average value since the launch of the
RAZR, and Motorola’s competitors had easily surpassed the RAZR’s
features and functionalities with equally innovative new phones.
Motorola was once again rendered just another mobile phone
manufacturer fighting for its piece of the pie. Like so many before it,
the company confused innovation with novelty.

START WITH WHY
28
Real innovation changes the course of industries or even society.
The light bulb, the microwave oven, the fax machine, iTunes. These
are true innovations that changed how we conduct business, altered
how we live our lives, and, in the case of iTunes, challenged an
industry to completely reevaluate its business model. Adding a
camera to a mobile phone, for example, is not an innovation— a
great feature, for sure, but not industry-altering. With this revised
definition in mind, even Motorola’s own description of its new
product becomes just a list of a few great features: a metal case,
hidden antenna, flat keypad and a thin phone. Hardly “revolution-
ary innovation.” Motorola had successfully designed the latest shiny
object for people to get excited about … at least until a new shiny
object came out. And that’s the reason these features are more a
novelty than an innovation. They are added in an attempt to dif-
ferentiate, but not reinvent. It’s not a bad thing, but it can’t be
counted on to add any long-term value. Novelty can drive sales—
the RAZR proved it—but the impact does not last. If a company
adds too many novel ideas too often, it can have a similar impact on
the product or category as the price game. In an attempt to dif-
ferentiate with more features, the products start to look and feel
more like commodities. And, like price, the need to add yet another
product to the line to compensate for the commoditization ends in a
downward spiral.
In the 1970s, there were only two types of Colgate toothpaste.
But as competition increased, Colgate’s sales started to slip. So the
company introduced a new product that included a new feature, the
addition of fluoride, perhaps. Then another. Then another. Whit-
ening. Tartar control. Sparkles. Stripes. Each innovation certainly
helped boost sales, for a while at least. And so the cycle continued.
Guess how many different types of toothpaste Colgate has for you
to choose from today? Thirty-two. Today there are thirty-two dif-
ferent types of Colgate toothpaste (excluding the four they make for

CARROTS AND STICKS
29
kids). And given how each company responds to the “innovations”
of the other, that means that Colgate’s competitors also sell a similar
number of variants that offer about the same quality, about the same
benefits, at about the same price. There are literally dozens and
dozens of toothpastes to choose from, yet there is no data to show
that Americans are brushing their teeth more now than they were in
the 1970s. Thanks to all this “innovation,” it has become almost
impossible to know which toothpaste is right for you. So much so
that even Colgate offers a link on their Web site called “Need Help
Deciding?” If Colgate needs to help us pick one of their products
because there are too many variations, how are we supposed to
decide when we go to the supermarket without their Web site to
help us?
Once again, this is an example of the newest set of shiny objects
designed to encourage a trial or a purchase. What companies clev-
erly disguise as “innovation” is in fact novelty. And it’s not only
packaged goods that rely on novelty to lure customers; it’s a com-
mon practice in other industries, too. It works, but rarely if ever
does the strategy cement any loyal relationships.
Apple’s iPhone has since replaced the Motorola RAZR as the
popular must-have new mobile phone. Removing all the buttons
and putting a touch screen is not what makes the iPhone innovative,
however. Those are brilliant new features. But others can copy those
things and it wouldn’t redefine the category. There is something
else that Apple did that is vastly more significant.
Apple is not only leading how mobile phones are designed, but,
in typical Apple fashion, also how the industry functions. In the
mobile phone industry, it is the service provider, not the phone
manufacturer, that determines all the features and benefits the
phone can offer. T-Mobile, Verizon Wireless, Sprint, AT&T all dic-
tate to Motorola, Nokia, Ericsson, LG and others what the phones
will do. Then Apple showed up. They announced that they would

START WITH WHY
30
tell the service provider what the phone would do, not the other
way around. AT&T was the only one that agreed, thus earning the
company the exclusive deal to offer the new technology. That’s the
kind of shift that will impact the industry for many years and will
extend far beyond a few years of stock boost for the shiny new
product.
Novel, huh?
The Price You Pay for the Money You Make
I cannot dispute that manipulations work. Every one of them can
indeed help influence behavior and every one of them can help a
company become quite successful. But there are trade-offs. Not a
single one of them breeds loyalty. Over the course of time, they cost
more and more. The gains are only short-term. And they increase
the level of stress for both the buyer and the seller. If you have ex-
ceptionally deep pockets or are looking to achieve only a short-
term gain with no consideration for the long term, then these
strategies and tactics are perfect.
Beyond the business world, manipulations are the norm in pol-
itics today as well. Just as manipulations can drive a sale but not
create loyalty, so too can they help a candidate get elected, but they
don’t create a foundation for leadership. Leadership requires people
to stick with you through thick and thin. Leadership is the ability to
rally people not for a single event, but for years. In business,
leadership means that customers will continue to support your
company even when you slip up. If manipulation is the only strat-
egy, what happens the next time a purchase decision is required?
What happens after the election is won?
There is a big difference between repeat business and loyalty.
Repeat business is when people do business with you multiple
times. Loyalty is when people are willing to turn down a better
product or a better price to continue doing business with you. Loyal

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31
customers often don’t even bother to research the competition or
entertain other options. Loyalty is not easily won. Repeat business,
however, is. All it takes is more manipulations.
Manipulative techniques have become such a mainstay in
American business today that it has become virtually impossible for
some to kick the habit. Like any addiction, the drive is not to get
sober, but to find the next fix faster and more frequently. And as
good as the short-term highs may feel, they have a deleterious im-
pact on the long-term health of an organization. Addicted to the
short-term results, business today has largely become a series of
quick fixes added on one after another after another. The short-
term tactics have become so sophisticated that an entire economy
has developed to service the manipulations, equipped with statistics
and quasi-science. Direct marketing companies, for example, offer
calculations about which words will get the best results on each
piece of direct mail they send out.
Those that offer mail-in rebates know the incentive works and
they know that the higher the rebate, the more effective it is. They
also know the cost that goes along with those rebates. To make
them profitable, manufacturers rely on the breakage and slippage
numbers staying above a certain threshold. Just like our trusty drug
addict, whose behavior is reinforced by how good the short-term
high feels, the temptation to make the qualifications of the rebate
more obscure or cumbersome so as to reduce the number of qual-
ified applicants can be overwhelming for some.
Samsung, the electronics giant, mastered the art of the kind of
fine print that makes rebates so profitable for companies. In the
early 2000s, the company offered rebates up to $150 on a variety of
electronic products, stipulating in the fine print that the rebate was
limited to one per address—a requirement that would have
sounded reasonable enough to anyone at the time. Yet in practice, it
effectively disqualified all customers who lived in apartment

START WITH WHY
32
buildings where more than one resident had applied for the same
rebate. More than 4,000 Samsung customers lured by the cash back
received notices denying them rebates on those grounds. The prac-
tice was brought to the attention of the New York attorney general,
and in 2004 Samsung was ordered to pay $200,000 in rebate claims
to apartment dwellers. This is an extreme case of a company that
got caught. But the rebate game of cutting out UPC symbols, filling
out forms and doing it all before the deadline is alive and well. How
can a company claim to be customer-focused when they are so
comfortable measuring the number of customers who will fail to
realize any promise of savings?
Manipulations Lead to Transactions, Not Loyalty
“It’s simple,” explains the TV infomercial, “simply put your old gold
jewelry in the prepaid, insured envelope and we’ll send you a check
for the value of the gold in just two days.” Mygoldenvelope .com is
one of the leaders in this industry, serving as a broker for gold to be
sent to a refinery, melted down, and reintroduced into the
commodity market.
When Douglas Feirstein and Michael Moran started the com-
pany, they wanted to be the best in the business. They wanted to
transform an industry with the reputation of a back-alley pawn
shop and give it a bit of a Tiffany’s sheen. They invested money in
making the experience perfect. They worked to make the customer
service experience ideal. They were both successful entrepreneurs
and knew the value of building a brand and a strong customer
experience. They’d spent a lot of money trying to get the balance
right, and they made sure to explain their difference in direct re-
sponse advertising on various local and national cable stations.
“Better than the similar offers,” they’d say. And they were right. But
the investment didn’t pay off as expected.

CARROTS AND STICKS
33
A few months later, Feirstein and Moran made a significant dis-
covery: almost all of their customers did business with them only
once. They had a transactional business yet they were trying to
make it so much more than that. So they stopped trying to make
their service “better than similar offers,” and instead settled with
good. Given that most people were not going to become repeat
customers, there weren’t going to be any head-to-head comparisons
made to the other services. All they needed to do was drive a
purchase decision and offer a pleasant enough experience that
people would recommend it to a friend. Any more was unneces-
sary. Once the owners of mygoldenvelope.com realized they didn’t
need to invest in the things that build loyalty if all they wanted to
do was drive transactions, their business became vastly more effi-
cient and more profitable.
For transactions that occur an average of once, carrots and sticks
are the best way to elicit the desired behavior. When the police offer
a reward they are not looking to nurture a relationship with the
witness or tipster; it is just a single transaction. When you lose your
kitten and offer a reward to get it back, you don’t need to have a
lasting relationship with the person returning it; you just want your
cat back.
Manipulations are a perfectly valid strategy for driving a trans-
action, or for any behavior that is only required once or on rare
occasions. The rewards the police use are designed to incentivize
witnesses to come forward to provide tips or evidence that may
lead to an arrest. And, like any promotion, the manipulation will
work if the incentive feels high enough to mitigate the risk.
In any circumstance in which a person or organization wants
more than a single transaction, however, if there is a hope for a
loyal, lasting relationship, manipulations do not help. Does a poli-
tician want your vote, for example, or does he or she want a lifetime
of support and loyalty from you? (Judging by how elections are run

START WITH WHY
34
these days, it seems all they want is to win elections. Ads discredit-
ing opponents, a focus on single issues, and an uncomfortable reli-
ance on fear or aspirational desires are all indicators. Those tactics
win elections, but they do not seed loyalties among the voters.)
The American car industry learned the hard way the high cost of
relying on manipulations to build a business when loyalty was what
they really needed to nurture. While manipulations may be a viable
strategy when times are good and money is flush, a change in
market conditions made them too expensive. When the oil crisis of
2008 hit, the auto industry’s promotions and incentives became
untenable (the same thing happened in the 1970s). In this case, how
long the manipulations could produce short-term gains was defined
by the length of time the economy could sustain the strategy. This is
a fundamentally weak platform upon which to build a business, an
assumption of never-ending boom. Though loyal customers are less
tempted by other offers and incentives, in good times the free flow
of business makes it hard to recognize their value. It’s in the tough
times that loyal customers matter most.
Manipulations work, but they cost money. Lots of money. When
the money is not as available to fund those tactics, not having a loyal
following really hurts. After September 11, there were customers
who sent checks to Southwest Airlines to show their support. One
note that accompanied a check for $1,000 read, “You’ve been so good
to me over the years, in these hard times I wanted to say thank you
by helping you out.” The checks that Southwest Airlines received
were certainly not enough to make any significant impact on the
company’s bottom line, but they were symbolic of the feeling
customers had for the brand. They had a sense of partnership. The
loyal behavior of those who didn’t send money is almost impossible
to measure, but its impact has been invaluable over the long term,
helping Southwest to maintain its position as the most profitable
airline in history.

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35
Knowing you have a loyal customer and employee base not only
reduces costs, it provides massive peace of mind. Like loyal friends,
you know your customers and employees will be there for you
when you need them most. It is the feeling of “we’re in this
together,” shared between customer and company, voter and
candidate, boss and employee, that defines great leaders.
In contrast, relying on manipulations creates massive stress for
buyer and seller alike. For the buyer, it has become increasingly
difficult to know which product, service, brand or company is best. I
joke about the proliferation of toothpaste varieties and the difficulty
of choosing the right one. But toothpaste is just a metaphor. Nearly
every decision we’re asked to make every single day is like choosing
toothpaste. Deciding what law firm to hire, college to attend, car to
buy, company to work for, candidate to elect—there are just too
many choices. All the advertising, promotions and pressure
employed to tempt us one way or another, each attempting to push
harder than the other to court us for our money or our support,
ultimately yields one consistent result: stress.
For the companies too, whose obligation it is to help us decide,
their ability to do so has gotten more and more difficult. Every day,
the competition is doing something new, something better. To con-
stantly have to come up with a new promotion, a new guerrilla
marketing tactic, a new feature to add, is hard work. Combined
with the long-term effects of years of short-term decisions that have
eroded profit margins, this raises stress levels inside organizations
as well. When manipulations are the norm, no one wins.
It’s not an accident that doing business today, and being in the
workforce today, is more stressful than it used to be. Peter Why-
brow, in his book American Mania: When More Is Not Enough, argues
that many of the ills that we suffer from today have very little to do
with the bad food we’re eating or the partially hydrogenated oils in
our diet. Rather, Whybrow says, it’s the way that corporate America

START WITH WHY
36
has developed that has increased our stress to levels so high we’re
literally making ourselves sick because of it. Americans are
suffering ulcers, depression, high blood pressure, anxiety, and
cancer at record levels. According to Whybrow, all those promises
of more, more, more are actually overloading the reward circuits of
our brain. The short-term gains that drive business in America
today are actually destroying our health.
Just Because It Works Doesn’t Make It Right
The danger of manipulations is that they work. And because ma-
nipulations work, they have become the norm, practiced by the vast
majority of companies and organizations, regardless of size or
industry. That fact alone creates a systemic peer pressure. With per-
fect irony, we, the manipulators, have been manipulated by our
own system. With every price drop, promotion, fear-based or aspi-
rational message, and novelty we use to achieve our goals, we find
our companies, our organizations and our systems getting weaker
and weaker.
The economic crisis that began in 2008 is just another, albeit
extreme, example of what can happen if a flawed assumption is al-
lowed to carry on for too long. The collapse of the housing market
and the subsequent collapse of the banking industry were due to
decisions made inside the banks based on a series of manipulations.
Employees were manipulated with bonuses that encouraged short-
sighted decision-making. Open shaming of anyone who spoke out
discouraged responsible dissent. A free flow of loans encouraged
aspiring homebuyers to buy more than they could afford at all price
levels. There was very little loyalty. It was all a series of
transactional decisions—effective, but at a high cost. Few were
working for the good of the whole. Why would they?—there was no
reason given to do so. There was no cause or belief beyond instant
gratification. Bankers weren’t the first to be swept up by their own

CARROTS AND STICKS
37
success. American car manufacturers have conducted themselves
the same way for decades—manipulation after manipulation, short-
term decision built upon short-term decision. Buckling or even
collapse is the only logical conclusion when manipulations are the
main course of action.
The reality is, in today’s world, manipulations are the norm.
But there is an alternative.

38

39

PART 2
AN ALTERNATIVE
PERSPECTIVE

40

41
3

THE GOLDEN CIRCLE

There are a few leaders who choose to inspire rather than manipu-
late in order to motivate people. Whether individuals or organiza-
tions, every single one of these inspiring leaders thinks, acts and
communicates exactly the same way. And it’s the complete opposite
of the rest of us. Consciously or not, how they do it is by following a
naturally occurring pattern that I call The Golden Circle.
The concept of The Golden Circle was inspired by the golden
ratio—a simple mathematical relationship that has fascinated
mathematicians, biologists, architects, artists, musicians and
naturists since the beginning of history. From the Egyptians to
Pythagoras to Leonardo da Vinci, many have looked to the golden
ratio to provide a mathematical formula for proportion and even
beauty. It also supports the notion that there is more order in nature

START WITH WHY
42
than we think, as in the symmetry of leaves and the geometric
perfection of snowflakes.
What I found so attractive about the golden ratio, however, was
that it had so many applications in so many fields. And even more
significantly, it offered a formula that could produce repeat- able
and predictable results in places where such results might have
been assumed to be a random occurrence or luck. Even Mother
Nature—for most people a symbol of unpredictability—exhibited
more order than we previously acknowledged. Like the golden
ratio, which offers evidence of order in the seeming disorder of
nature, The Golden Circle finds order and predictability in human
behavior. Put simply, it helps us understand why we do what we
do. The Golden Circle provides compelling evidence of how much
more we can achieve if we remind ourselves to start everything we
do by first asking why.
The Golden Circle is an alternative perspective to existing
assumptions about why some leaders and organizations have
achieved such a disproportionate degree of influence. It offers clear
insight as to how Apple is able to innovate in so many diverse
industries and never lose its ability to do so. It explains why people
tattoo Harley-Davidson logos on their bodies. It provides a clearer
understanding not just of how Southwest Airlines created the most
profitable airline in history, but why the things it did worked. It
even gives some clarity as to why people followed Dr. Martin Lu-
ther King Jr. in a movement that changed a nation and why we took
up John F. Kennedy’s challenge to put a man on the moon even after
he died. The Golden Circle shows how these leaders were able to
inspire action instead of manipulating people to act.
This alternative perspective is not just useful for changing the
world; there are practical applications for the ability to inspire, too.
It can be used as a guide to vastly improving leadership, corporate
culture, hiring, product development, sales, and marketing. It even

THE GOLDEN CIRCLE
43
explains loyalty and how to create enough momentum to turn an
idea into a social movement.
And it all starts from the inside out. It all starts with Why.
Before we can explore its applications, let me first define the
terms, starting from the outside of the circle and moving inward.
WHAT: Every single company and organization on the planet
knows WHAT they do. This is true no matter how big or small, no
matter what industry. Everyone is easily able to describe the prod-
ucts or services a company sells or the job function they have within
that system. WHATs are easy to identify.
HOW: Some companies and people know HOW they do WHAT
they do. Whether you call them a “differentiating value proposi-
tion,” “proprietary process” or “unique selling proposition,” HOWs
are often given to explain how something is different or better. Not
as obvious as WHATs, many think these are the differentiating or
motivating factors in a decision. It would be false to assume that’s
all that is required. There is one missing detail:
WHY: Very few people or companies can clearly articulate WHY
they do WHAT they do. When I say WHY, I don’t mean to make
money—that’s a result. By WHY I mean what is your purpose,
cause or belief? WHY does your company exist? WHY do you get
out of bed every morning? And WHY should anyone care?
When most organizations or people think, act or communicate
they do so from the outside in, from WHAT to WHY. And for good
reason—they go from clearest thing to the fuzziest thing. We say
WHAT we do, we sometimes say HOW we do it, but we rarely say
WHY we do WHAT we do.
But not the inspired companies. Not the inspired leaders. Every
single one of them, regardless of their size or their industry, thinks,
acts and communicates from the inside out.
I use Apple Inc. frequently as an example simply because they
have broad recognition and their products are easy to grasp and

START WITH WHY
44
compare to others. What’s more, Apple’s success over time is not
typical. Their ability to remain one of the most innovative
companies year after year, combined with their uncanny ability to
attract a cultlike following, makes them a great example to
demonstrate many of the principles of The Golden Circle.
I’ll start with a simple marketing example.
If Apple were like most other companies, a marketing message
from them would move from the outside in of The Golden Circle. It
would start with some statement of WHAT the company does or
makes, followed by HOW they think they are different or better
than the competition, followed by some call to action. With that, the
company would expect some behavior in return, in this case a pur-
chase. A marketing message from Apple, if they were like everyone
else, might sound like this:
We make great computers.
They’re beautifully designed, simple to use and user-friendly.
Wanna buy one?
It’s not a very compelling sales pitch, but that’s how most
companies sell to us. This is the norm. First they start with WHAT
they do-—”Here’s our new car.” Then they tell us how they do it or
how they are better—”It’s got leather seats, great gas mileage, and
great financing.” And then they make a call to action and expect a
behavior.
You see this pattern in business-to-consumer markets as well as
business-to-business environments: “Here’s our law firm. Our law-
yers went to the best schools and we represent the biggest clients.
Hire us.” This pattern is also alive and well in politics—”Here’s the
candidate, here are her views on taxes and immigration. See how’s
she’s different? Vote for her.” In every case, the communication is
organized in an attempt to convince someone of a difference or
superior value.

THE GOLDEN CIRCLE
45
But that is not what the inspiring leaders and organizations do.
Every one of them, regardless of size or industry, thinks, acts and
communicates from the inside out.
Let’s look at that Apple example again and rewrite the example
in the order Apple actually communicates. This time, the example
starts with WHY.
Everything we do, we believe in challenging the status quo. We
believe in thinking differently.
The way we challenge the status quo is by making our products
beautifully designed, simple to use and user-friendly.
And we happen to make great computers.
Wanna buy one?
It’s a completely different message. It actually feels different from
the first one. We’re much more eager to buy a computer from Apple
after reading the second version—and all I did was reverse the
order of the information. There’s no trickery, no manipulation, no
free stuff, no aspirational messages, no celebrities.
Apple doesn’t simply reverse the order of information, their
message starts with WHY, a purpose, cause or belief that has noth-
ing to do with WHAT they do. WHAT they do—the products they
make, from computers to small electronics—no longer serves as the
reason to buy, they serve as the tangible proof of their cause. The
design and user interface of Apple products, though important, are
not enough in themselves to generate such astounding loyalty
among their customers. Those important elements help make the
cause tangible and rational. Others can hire top designers and
brilliant engineers and make beautiful, easy-to-use products and
copy the things Apple does, and they could even steal away Apple
employees to do it, but the results would not be the same. Simply
copying WHAT Apple does or HOW it does it won’t work. There is
something more, something hard to describe and near impossible to

START WITH WHY
46
copy that gives Apple such a disproportionate level of influence in
the market. The example starts to prove that people don’t buy
WHAT you do, they buy WHY you do it.
It’s worth repeating: people don’t buy WHAT you do, they buy
WHY you do it.
Apple’s ability to design such innovative products so consis- tently
and their ability to command such astounding loyalty for their
products comes from more than simply WHAT they do. The
problem is, organizations use the tangible features and benefits to
build a rational argument for why their company, product or idea is
better than another. Sometimes those comparisons are made
outright and sometimes analogies or metaphors are drawn, but the
effect is the same. Companies try to sell us WHAT they do, but we
buy WHY they do it. This is what I mean when 1 say they com-
municate from the outside in; they lead with WHAT and HOW.
When communicating from the inside out, however, the WHY is
offered as the reason to buy and the WHATs serve as the tangible
proof of that belief. The things we can point to rationalize or explain
the reasons we’re drawn to one product, company or idea over
another.
WHAT companies do are external factors, but WHY they do it is
something deeper. In practical terms, there is nothing special about
Apple. It is just a company like any other. There is no real difference
between Apple and any of its competitors—Dell, HP, Gateway,
Toshiba. Pick one, it doesn’t matter. They are all corporate
structures. That’s all a company is. It’s a structure. They all make
computers. They all have some systems that work and some that
don’t. They all have equal access to the same talent, the same re-
sources, the same agencies, the same consultants and the same
media. They all have some good managers, some good designers
and smart engineers. They all make some products that work well
and some that don’t. . . even Apple. Why, then, does Apple have

THE GOLDEN CIRCLE
47
such a disproportionate level of success? Why are they more
innovative? Why are they consistently more profitable? And how
did they manage to build such a cultish loyal following—something
very few companies are ever able to achieve?
People don’t buy WHAT you do, they buy WHY you do it. This is
the reason Apple has earned a remarkable level of flexibility. People
are obviously comfortable buying a computer from Apple. But
people are also perfectly comfortable buying an mp3 player from
them, or a cell phone or a DVR. Consumers and investors are
completely at ease with Apple offering so many different products
in so many different categories. It’s not WHAT Apple does that
distinguishes them. It is WHY they do it. Their products give life to
their cause.
I’m not so foolhardy as to propose that their products don’t
matter; of course they do. But it’s the reason they matter that is
contrary to the conventional wisdom. Their products, unto them-
selves, are not the reason Apple is perceived as superior; their prod-
ucts, WHAT Apple makes, serve as the tangible proof of what they
believe. It is that clear correlation between WHAT they do and
WHY they do it that makes Apple stand out. This is the reason we
perceive Apple as being authentic. Everything they do works to
demonstrate their WHY, to challenge the status quo. Regardless of
the products they make or industry in which they operate, it is
always clear that Apple “thinks different.”
When Apple first came out with the Macintosh, having an op-
erating system based on a graphical user interface and not a com-
plicated computer language challenged how computers worked at
the time. What’s more, where most technology companies saw their
biggest marketing opportunity among businesses, Apple wanted to
give an individual sitting at home the same power as any company.
Apple’s WHY, to challenge the status quo and to empower the in-
dividual, is a pattern in that it repeats in all they say and do. It

START WITH WHY
48
comes to life in their iPod and even more so in iTunes, a service that
challenged the status quo of the music industry’s distribution model
and was better suited to how individuals consumed music.
The music industry was organized to sell albums, a model that
evolved during a time when listening to music was largely an
activity we did at home. Sony changed that in 1979 with the intro-
duction of the Walkman. But even the Walkman, and later the
Discman, was limited to the number of cassette tapes or CDs you
could carry in addition to the device. The development of the mp3
music format changed all that. Digital compression allowed for a
very high quantity of songs to be stored on relatively inexpensive
and highly portable digital music devices. Our ability to walk out of
the house with only one easy-to-carry device transformed music
into something we largely listened to away from home. And the
mp3 not only changed where we listened to music, it also trans-
formed us from an album-collecting culture to a song-collecting
culture. While the music industry was still busy trying to sell us
albums, a model that no longer suited consumer behavior, Apple
introduced their iPod by offering us “1,000 songs in your pocket.”
With the iPod and iTunes, Apple did a much better job of com-
municating the value of both the mp3 and the mp3 player relative to
how we lived our lives. Their advertising didn’t offer exhaustive
descriptions of product details; it wasn’t about them, it was about
us. And we understood WHY we wanted it.
Apple did not invent the mp3, nor did they invent the technol-
ogy that became the iPod, yet they are credited with transforming
the music industry with it. The multigigabyte portable hard drive
music player was actually invented by Creative Technology Ltd., a
Singapore-based technology company that rose to prominence by
making the Sound Blaster audio technology that enables home PCs
to have sound. In fact, Apple didn’t introduce the iPod until twenty-
two months after Creative’s entry into the market. This detail alone

THE GOLDEN CIRCLE
49
calls into question the assumption of a first mover’s advantage.
Given their history in digital sound, Creative was more qualified
than Apple to introduce a digital music product. The problem was,
they advertised their product as a “5GB mp3 player.” It is exactly the
same message as Apple’s “1,000 songs in your pocket.” The
difference is Creative told us WHAT their product was and Apple
told us WHY we needed it.
Only later, once we decided we had to have an iPod, did the
WHAT matter—and we chose the 5GB version, 10GB version, and
so on, the tangible details that proved we could get the 1,000 songs
in our pocket. Our decision started with WHY, and so did Apple’s
offering.
How many of us can say with certainty that, indeed, an iPod is
actually better than Creative’s Zen? iPods, for example, are still
plagued with battery life and battery replacement issues. They tend
to just die. Maybe a Zen is better. The reality is, we don’t even care if
it is. People don’t buy WHAT you do, they buy WHY you do it.
And it is Apple’s clarity of WHY that gives them such a remarkable
ability to innovate, often competing against companies seemingly
more qualified than they, and succeed in industries outside their
core business.
The same cannot be said for companies with a fuz2y sense of
WHY. When an organization defines itself by WHAT it does, that’s
all it will ever be able to do. Apple’s competitors, having defined
themselves by their products or services, regardless of their “differ-
entiating value proposition,” are not afforded the same freedom.
Gateway, for example, started selling flat-screen TVs in 2003.
Having made flat-screen monitors for years, they were every bit as
qualified to make and sell TVs. But the company failed to make a
credible name for itself among consumer electronics brands and
gave up the business two years later to focus on its “core business.”
Dell came out with PDAs in 2002 and mp3 players in 2003, but

START WITH WHY
50
lasted only a few years in each market. Dell makes good-quality
products and is fully qualified to produce these other technologies.
The problem was they had defined themselves by WHAT they did;
they made computers, and it simply didn’t make sense to us to buy
a PDA or mp3 player from them. It didn’t feel right. How many
people do you think would stand on line for six hours to buy a new
cell phone from Dell, as they did for the release of Apple’s iPhone?
People couldn’t see Dell as anything more than a computer
company. It just didn’t make sense. Poor sales quickly ended Dell’s
desire to enter the small electronic goods market; instead they opted
to “focus on their core business.” Unless Dell, like so many others,
can rediscover their founding purpose, cause or belief and start with
WHY in all they say and do, all they will ever do is sell computers.
They will be stuck in their “core business.”
Apple, unlike its competitors, has defined itself by WHY it does
things, not WHAT it does. It is not a computer company, but a
company that challenges the status quo and offers individuals sim-
pler alternatives. Apple even changed its legal name in 2007 from
Apple Computer, Inc. to Apple Inc. to reflect the fact that they were
more than just a computer company. Practically speaking, it doesn’t
really matter what a company’s legal name is. For Apple, however,
having the word “Computer” in their name didn’t limit WHAT they
could do. It limited how they thought of themselves. The change
wasn’t practical, it was philosophical.
Apple’s WHY was formed at its founding in the late 1970s and
hasn’t changed to this date. Regardless of the products they make or
the industries into which they migrate, their WHY still remains a
constant. And Apple’s intention to challenge accepted thinking has
proved prophetic. As a computer company they redirected the
course of the personal computing industry. As a small electronics
company they have challenged the traditional dominance of com-
panies like Sony and Philips. As a purveyor of mobile phones they

THE GOLDEN CIRCLE
51
pushed the old hands—Motorola, Ericsson, and Nokia—to reex-
amine their own businesses. Apple’s ability to enter and even dom-
inate so many different industries has even challenged what it
means to be a computer company in the first place. Regardless of
WHAT it does, we know WHY Apple exists.
The same cannot be said for their competitors. Although they all
had a clear sense of WHY at some point—it was one of the primary
factors that helped each of them become billion-dollar companies—
over the course of time, all of Apple’s competitors lost their WHY.
Now all those companies define themselves by WHAT they do: we
make computers. They turned from companies with a cause into
companies that sold products. And when that happens, price,
quality, service and features become the primary currency to
motivate a purchase decision. At that point a company and its
products have ostensibly become commodities. As any company
forced to compete on price, quality, service or features alone can
attest, it is very hard to differentiate for any period of time or build
loyalty on those factors alone. Plus it costs money and is stressful
waking up every day trying to compete on that level alone. Know-
ing WHY is essential for lasting success and the ability to avoid
being lumped in with others.
Any company faced with the challenge of how to differentiate
themselves in their market is basically a commodity, regardless of
WHAT they do or HOW they do it. Ask a milk producer, for ex-
ample, and they will tell you that there are actually variations
among milk brands. The problem is you have to be an expert to
understand the differences. To the outside world, all milk is basi-
cally the same, so we just lump all the brands together and call it a
commodity. In response, that’s how the industry acts. This is largely
the pattern for almost every other product or service on the market
today, business-to-consumer or business-to-business. They focus on
WHAT they do and HOW they do it without consideration of WHY;

START WITH WHY
52
we lump them together and they act like commodities. The more we
treat them like commodities, the more they focus on WHAT and
HOW they do it. It’s a vicious cycle. But only companies that act like
commodities are the ones who wake up every day with the
challenge of how to differentiate. Companies and organizations
with a clear sense of WHY never worry about it. They don’t think of
themselves as being like anyone else and they don’t have to
“convince” anyone of their value. They don’t need complex systems
of carrots and sticks. They are different, and everyone knows it.
They start with WHY in everything they say and do.
There are those who still believe that Apple’s difference comes
from its marketing ability. Apple “sells a lifestyle,” marketing pro-
fessionals will tell you. Then how come these marketing profes-
sionals haven’t intentionally repeated Apple’s success and longevity
for another company? Calling it a “lifestyle” is a recognition that
people who live a certain way choose to incorporate Apple into their
lives. Apple didn’t invent the lifestyle, nor does it sell a lifestyle.
Apple is simply one of the brands that those who live a certain
lifestyle are drawn to. Those people use certain products or brands
in the course of living in that lifestyle; that is, in part, how we
recognize their way of life in the first place. The products they
choose become proof of WHY they do the things they do. It is only
because Apple’s WHY is so clear that those who believe what they
believe are drawn to them. As Harley-Davidson fits into the lifestyle
of a certain group of people and Prada shoes fit the lifestyle of
another group, it is the lifestyle that came first. Like the products the
company produces that serve as proof of the company’s WHY, so
too does a brand or product serve as proof of an individual’s WHY.
Others, even some who work for Apple, will say that what truly
distinguishes Apple is in fact the quality of their products alone.
Having good-quality products is of course important. No matter
how clear your WHY, if WHAT you sell doesn’t work, the whole

THE GOLDEN CIRCLE
53
thing falls flat. But a company doesn’t need to have the best
products, they just need to be good or very good. Better or best is a
relative comparison. Without first understanding WHY, the com-
parison itself is of no value to the decision maker.
The concept of “better” begs the question: based on what standard?
Is a Ferrari F430 sports car better than a Honda Odyssey minivan? It
depends why you need the car. If you have a family of six, a two-
seater Ferrari is not better. However, if you’re looking for a great
way to meet women, a Honda minivan is probably not better (de-
pending on what kind of woman you’re looking to meet, I guess; I
too shouldn’t make assumptions). Why the product exists must first
be considered and why someone wants it must match. I could tell
you about all the engineering marvels of the Honda Odyssey, some
of which may actually be better than a Ferrari. It certainly gets
better gas mileage. The odds are that I’m not going to convince
someone who really wants that sports car to buy anything else. That
some people are viscerally drawn to a Ferrari more than a Honda
Odyssey says more about the person than the engineering of the
product. The engineering, for example, would simply be one of the
tangible points that a Ferrari lover could point out to prove how he
feels about the car. The dogged defense of the superiority of the
Ferrari from the person whose personality is predisposed to favor
all the features and benefits of a Ferrari cannot be an objective
conversation. Why do you think most people who buy Ferraris are
willing to pay a premium to get it in red whereas most who buy
Honda Odysseys probably don’t care much about the color at all?
For all those who will try to convince you that Apple computers
are just better, I cannot dispute a single claim. All I can offer is that
most of the factors that they believe make them better meet their
standard of what a computer should do. With that in mind, Macin-
toshes are, in practice, only better for those who believe what Apple
believes. Those people who share Apple’s WHY believe that Apple’s

START WITH WHY
54
products are objectively better, and any attempt to convince them
otherwise is pointless. Even with objective metrics in hand, the
argument about which is better or which is worse without first
establishing a common standard creates nothing more than debate.
Loyalists for each brand will point to various features and benefits
that matter to them (or don’t matter to them) in an attempt to
convince the other that they are right. And that’s one of the primary
reasons why so many companies feel the need to differentiate in the
first place—based on the flawed assumption that only one group
can be right. But what if both parties were right? What if an Apple
was right for some people and a PC was right for others? It’s not a
debate about better or worse anymore, it’s a discussion about
different needs. And before the discussion can even happen, the
WHYs for each must be established first.
A simple claim of better, even with the rational evidence to back
it up, can create desire and even motivate a decision to buy, but it
doesn’t create loyalty. If a customer feels inspired to buy a product,
rather than manipulated, they will be able to verbalize the reasons
why they think what they bought is better. Good quality and fea-
tures matter, but they are not enough to produce the dogged loyalty
that all the most inspiring leaders and companies are able to com-
mand. It is the cause that is represented by the company, brand,
product or person that inspires loyalty.

Not the Only Way, Just One Way
Knowing your WHY is not the only way to be successful, but it is
the only way to maintain a lasting success and have a greater blend
of innovation and flexibility. When a WHY goes fuzzy, it becomes
much more difficult to maintain the growth, loyalty and inspiration
that helped drive the original success. By difficult, I mean that
manipulation rather than inspiration fast becomes the strategy of

THE GOLDEN CIRCLE
55
choice to motivate behavior. This is effective in the short term but
comes at a high cost in the long term.
Consider the classic business school case of the railroads. In the
late 1800s, the railroads were the biggest companies in the country.
Having achieved such monumental success, even changing the
landscape of America, remembering WHY stopped being important
to them. Instead they became obsessed with WHAT they did— they
were in the railroad business. This narrowing of perspective
influenced their decision-making—they invested all their money in
tracks and crossties and engines. But at the beginning of the
twentieth century, a new technology was introduced: the airplane.
And all those big railroad companies eventually went out of busi-
ness. What if they had defined themselves as being in the mass
transportation business? Perhaps their behavior would have been
different. Perhaps they would have seen opportunities that they
otherwise missed. Perhaps they would own all the airlines today.
The comparison raises the question of the long-term survivability
of so many other companies that have defined themselves and their
industries by WHAT they do. They have been doing it the same way
for so long that their ability to compete against a new technology or
see a new perspective becomes a daunting task. The story of the
railroads has eerie similarities to the case of the music industry
discussed earlier. This is another industry that has not done a good
job of adjusting its business model to fit a behavioral change
prompted by a new technology. But other industries whose business
models evolved in a different time show similar cracks— the
newspaper, publishing and television industries, to name but three.
These are the current-day railroads that are struggling to define
their value while watching their customers turn to companies from
other industries to serve their needs. Perhaps if music companies
had a clearer sense of WHY, they would have seen the opportunity

START WITH WHY
56
to invent the equivalent of iTunes instead of leaving it to a scrappy
computer company.
In all cases, going back to the original purpose, cause or belief
will help these industries adapt. Instead of asking, “WHAT should
we do to compete?” the questions must be asked, “WHY did we start
doing WHAT we’re doing in the first place, and WHAT can we do
to bring our cause to life considering all the technologies and market
opportunities available today?” But don’t take my word for it. None
of this is my opinion. It is all firmly grounded in the tenets of
biology.

57
4

THIS IS NOT OPINION, THIS IS BIOLOGY
Now, the Star-Belly Sneetches had bellies with stars.
The Plain-Belly Sneetches had none upon thars. Those
stars weren’t so big. They were really so small. You
might think such a thing wouldn’t matter at all.

Then, quickly, Sylvester McMonkey McBean
Put together a very peculiar machine.
And he said, “You want stars like a Star-Belly Sneetch?
My friends, you can have them for three dollars each!”

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58
In his 1961 story about the Sneetches, Dr. Seuss introduced us to
two groups of Sneetches, one with stars on their bellies and the
other with none. The ones without stars wanted desperately to get
stars so they could feel like they fit in. They were willing to go to
extreme lengths and pay larger and larger sums of money simply to
feel like they were part of a group. But only Sylvester McMonkey
McBean, the man whose machine puts “stars upon thars,” profited
from the Sneetches’ desire to fit in.
As with so many things, Dr. Seuss explained it best. The
Sneetches perfectly capture a very basic human need—the need to
belong. Our need to belong is not rational, but it is a constant that
exists across all people in all cultures. It is a feeling we get when
those around us share our values and beliefs. When we feel like we
belong we feel connected and we feel safe. As humans we crave the
feeling and we seek it out.
Sometimes our feeling of belonging is incidental. We’re not
friends with everyone from our hometown, but travel across the
state, and you may meet someone from your hometown and you
instantly have a connection with them. We’re not friends with ev-
eryone from our home state, but travel across the country, and
you’ll feel a special bond with someone you meet who is from your
home state. Go abroad and you’ll form instant bonds with other
Americans you meet. I remember a trip I took to Australia. One day
I was on a bus and heard an American accent. I turned and struck
up a conversation. I immediately felt connected to them, we could
speak the same language, understand the same slang. As a stranger
in a strange city, for that brief moment, I felt like I belonged, and
because of it, I trusted those strangers on the bus more than any
other passengers. In fact, we spent time together later. No matter
where we go, we trust those with whom we are able to perceive
common values or beliefs.

THIS IS NOT OPINION, THIS IS BIOLOGY
59
Our desire to feel like we belong is so powerful that we will go to
great lengths, do irrational things and often spend money to get that
feeling. Like the Sneetches, we want to be around people and
organizations who are like us and share our beliefs. When
companies talk about WHAT they do and how advanced their
products are, they may have appeal, but they do not necessarily
represent something to which we want to belong. But when a
company clearly communicates their WHY, what they believe, and
we believe what they believe, then we will sometimes go to
extraordinary lengths to include those products or brands in our
lives. This is not because they are better, but because they become
markers or symbols of the values and beliefs we hold dear. Those
products and brands make us feel like we belong and we feel a
kinship with others who buy the same things. Fan clubs, started by
customers, are often formed without any help from the company
itself. These people form communities, in person or online, not just
to share their love of a product with others, but to be in the
company of people like them. Their decisions have nothing to do
with the company or its products; they have everything to do with
the individuals themselves.
Our natural need to belong also makes us good at spotting
things that don’t belong. It’s a sense we get. A feeling. Something
deep inside us, something we can’t put into words, allows us to feel
how some things just fit and some things just don’t. Dell selling mp3
players just doesn’t feel right because Dell defines itself as a
computer company, so the only things that belong are computers.
Apple defines itself as a company on a mission and so anything
they do that fits that definition feels like it belongs. In 2004, they
produced a promotional iPod in partnership with the iconoclastic
Irish rock band U2. That makes sense. They would never have
produced a promotional iPod with Celine Dion, even though she’s
sold vastly more records than U2 and may have a bigger audience.

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60
U2 and Apple belong together because they share the same values
and beliefs. They both push boundaries. It would not have made
sense if Apple released a special iPod with Celine Dion. As big as
her audience may be, the partnership just doesn’t align.
Look no farther than Apple’s TV commercials “I’m a Mac and I’m
a PC” for a perfect representation of who a Mac user needs to be to
feel like they belong. In the commercial, the Mac user is a young
guy, always in jeans and a T-shirt, always relaxed and always
having a sense of humor poking fun at “the system.” The PC, as
defined by Apple, is in a suit. Older. Stodgy. To fit in with Mac, you
have to be like Mac. Microsoft responded to Apple with its own “I’m
a PC” campaign, which depicts people from all walks of life
identifying themselves as “PC.” Microsoft included many more
people in their ads—teachers, scientists, musicians and children. As
one would expect from the company that supplies 95 percent of the
computer operating systems, to belong to that crowd, you have to
be everyone else. One is not better or worse; it depends on where
you feel like you belong. Are you a rabble-rouser or are you with
the majority?
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. Those whom we consider great
leaders all have an ability to draw us close and to command our
loyalty. And we feel a strong bond with those who are also drawn
to the same leaders and organizations. Apple users feel a bond with
each other. Harley riders are bonded to each other. Anyone who
was drawn to hear Dr. Martin Luther King Jr. give his “I Have a
Dream” speech, regardless of race, religion or sex, stood together in
that crowd as brothers and sisters, bonded by their shared values
and beliefs. They knew they belonged together because they could
feel it in their gut.

THIS IS NOT OPINION, THIS IS BIOLOGY
61
Gut Decisions Don’t Happen in Your Stomach
The principles of The Golden Circle are much more than a com-
munications hierarchy. Its principles are deeply grounded in the
evolution of human behavior. The power of WHY is not opinion, it’s
biology. If you look at a cross section of the human brain, from the
top down, you see that the levels of The Golden Circle correspond
precisely with the three major levels of the brain.
The newest area of the brain, our Homo sapien brain, is the

neocortex, which corresponds with the WHAT level. The neocortex
is responsible for rational and analytical thought and language.
The middle two sections comprise the limbic brain. The limbic
brain is responsible for all of our feelings, such as trust and loyalty.
It is also responsible for all human behavior and all our decision-
making, but it has no capacity for language.
When we communicate from the outside in, when we commu-
nicate WHAT we do first, yes, people can understand vast amounts
of complicated information, like facts and features, but it does not
drive behavior. But when we communicate from the inside out,
we’re talking directly to the part of the brain that controls decision-

START WITH WHY
62
making, and our language part of the brain allows us to rationalize
those decisions.
The part of the brain that controls our feelings has no capacity for
language. It is this disconnection that makes putting our feelings
into words so hard. We have trouble, for example, explaining why
we married the person we married. We struggle to put into words
the real reasons why we love them, so we talk around it or
rationalize it. “She’s funny, she’s smart,” we start. But there are lots
of funny and smart people in the world, but we don’t love them and
we don’t want to marry them. There is obviously more to falling in
love than just personality and competence. Rationally, we know our
explanation isn’t the real reason. It is how our loved ones make us
feel, but those feelings are really hard to put into words. So when
pushed, we start to talk around it. We may even say things that
don’t make any rational sense. “She completes me,” we might say,
for example. What does that mean and how do you look for
someone who does that so you can marry them? That’s the problem
with love; we only know when we’ve found it because it “just feels
right.”
The same is true for other decisions. When a decision feels right,
we have a hard time explaining why we did what we did. Again,
the part of the brain that controls decision-making doesn’t control
language, so we rationalize. This complicates the value of polls or
market research. Asking people why they chose you over another
may provide wonderful evidence of how they have rationalized the
decision, but it does not shed much light on the true motivation for
the decision. It’s not that people don’t know, it’s that they have
trouble explaining why they do what they do. Decision-making and
the ability to explain those decisions exist in different parts of the
brain.
This is where “gut decisions” come from. They just feel right.
There is no part of the stomach that controls decision-making, it all

THIS IS NOT OPINION, THIS IS BIOLOGY
63
happens in the limbic brain. It’s not an accident that we use that
word “feel” to explain those decisions either. The reason gut deci-
sions feel right is because the part of the brain that controls them
also controls our feelings. Whether you defer to your gut or you’re
simply following your heart, no matter which part of the body you
think is driving the decision, the reality is it’s all in your limbic
brain.
Our limbic brain is powerful, powerful enough to drive behavior
that sometimes contradicts our rational and analytical under-
standing of a situation. We often trust our gut even if the decision
flies in the face of all the facts and figures. Richard Restak, a well-
known neuroscientist, talks about this in his book The Naked Brain.
When you force people to make decisions with only the rational
part of their brain, they almost invariably end up “overthinking.”
These rational decisions tend to take longer to make, says Restak,
and can often be of lower quality. In contrast, decisions made with
the limbic brain, gut decisions, tend to be faster, higher-quality
decisions. This is one of the primary reasons why teachers tell stu-
dents to go with their first instinct when taking a multiple-choice
test, to trust their gut. The more time spent thinking about the
answer, the bigger the risk that it may be the wrong one. Our
limbic brains are smart and often know the right thing to do. It is
our inability to verbalize the reasons that may cause us to doubt
ourselves or trust the empirical evidence when our gut tells us not
to.
Consider the experience of buying a flat-screen TV at your local
electronics store. You stand in the aisle listening to an expert explain
to you the difference between LCD and plasma. The sales rep gives
you all the rational differences and benefits, yet you are still none
the wiser as to which one is best for you. After an hour, you still
have no clue. Your mind is on overload because you’re over-
thinking the decision. You eventually make a choice and walk out of

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64
the store, still not 100 percent convinced you chose the right one.
Then you go to your friend’s house and see that he bought the
“other one.” He goes on and on about how much he loves his TV.
Suddenly you’re jealous, even though you still don’t know that his
is any better than yours. You wonder, “Did I buy the wrong one?”
Companies that fail to communicate a sense of WHY force us to
make decisions with only empirical evidence. This is why those de-
cisions take more time, feel difficult or leave us uncertain. Under
these conditions manipulative strategies that exploit our desires,
fears, doubts or fantasies work very well. We’re forced to make
these less-than-inspiring decisions for one simple reason—
companies don’t offer us anything else besides the facts and figures,
features and benefits upon which to base our decisions. Companies
don’t tell us WHY.
People don’t buy WHAT you do; they buy WHY you do it. A
failure to communicate WHY creates nothing but stress or doubt. In
contrast, many people who are drawn to buy Macintosh computers
or Harley-Davidson motorcycles, for example, don’t need to talk to
anyone about which brand to choose. They feel the utmost
confidence in their decision and the only question they ask is which
Mac or which Harley. At that level, the rational features and bene-
fits, facts and figures absolutely matter, but not to drive the decision
to give money or loyalty to the company or brand. That decision is
already made. The tangible features are simply to help direct the
choice of product that best fits our needs. In these cases, the deci-
sions happened in the perfect inside-out order. Those decisions
started with WHY—the emotional component of the decision— and
then the rational components allowed the buyer to verbalize or
rationalize the reasons for their decision.
This is what we mean when we talk about winning hearts and
minds. The heart represents the limbic, feeling part of the brain, and
the mind is the rational, language center. Most companies are quite

THIS IS NOT OPINION, THIS IS BIOLOGY
65
adept at winning minds; all that requires is a comparison of all the
features and benefits. Winning hearts, however, takes more work.
Given the evidence of the natural order of decision-making, I can’t
help but wonder if the order of the expression “hearts and minds” is
a coincidence. Why does no one set out to win “minds and hearts”?
The ability to win hearts before minds is not easy. It’s a delicate
balance of art and science—another coincidental grammatical
construction. Why is it that things are not a balance of science and
art, but always art before science? Perhaps it is a subtle clue our
language-impaired limbic brain is sending us to help us see that the
art of leading is about following your heart. Perhaps our brains are
trying to tell us that WHY must come first.
Absent a WHY, a decision is harder to make. And when in doubt
we look to science, to data, to guide decisions. Companies will tell
you that the reason they start with WHAT they do or HOW they do
it is because that’s what their customers asked for. Quality. Service.
Price. Features. That’s what the data reported. But for the fact that
the part of the brain that controls decision-making is different from
the part of the brain that is able to report back that decision, it
would be a perfectly valid conclusion to give people what they ask
for. Unfortunately, there is more evidence that sales don’t sig-
nificantly increase and bonds of loyalty are not formed simply when
companies say or do everything their customers want. Henry Ford
summed it up best. “If I had asked people what they wanted,” he
said, “they would have said a faster horse.”
This is the genius of great leadership. Great leaders and great
organizations are good at seeing what most of us can’t see. They are
good at giving us things we would never think of asking for. When
the computer revolution was afoot, computer users couldn’t ask for
a graphical user interface. But that’s what Apple gave us. In the face
of expanding competition in the airline industry, most air travelers
would never have thought to ask for less instead of more. But that’s

START WITH WHY
66
what Southwest did. And in the face of hard times and
overwhelming odds, few would have asked their country, what can
I do for you over what can you do for me? The very cause upon
which John F. Kennedy introduced his presidency. Great leaders are
those who trust their gut. They are those who understand the art
before the science. They win hearts before minds. They are the ones
who start with WHY.
We make decisions all day long, and many of them are emotion-
ally driven. Rarely do we sift through all the available information
to ensure we know every fact. And we don’t need to. It is all about
degrees of certainty. “I can make a decision with 30 percent of the
information,” said former secretary of state Colin Powell. “Anything
more than 80 percent is too much.” There is always a level at which
we trust ourselves or those around us to guide us, and don’t always
feel we need all the facts and figures. And sometimes we just may
not trust ourselves to make a certain decision yet. This may explain
why we feel (there’s that word again) so uncomfortable when others
twist our arm to make a decision that doesn’t sit well in our gut. We
trust our gut to help us decide whom to vote for or which shampoo
to buy. Because our biology complicates our ability to verbalize the
real reasons why we make the decisions we do, we rationalize based
on more tangible factors, like the design or the service or the brand.
This is the basis for the false assumption that price or features mat-
ter more than they do. Those things matter, they provide us the
tangible things we can point to to rationalize our decision-making,
but they don’t set the course and they don’t inspire behavior.
It’s What You Can’t See That Matters
“Gets your whites whiter and your brights brighter,” said the TV
commercial for the newest laundry detergent. This was the value
proposition for so many years in the laundry detergent business. A
perfectly legitimate claim. That’s what the market research revealed

THIS IS NOT OPINION, THIS IS BIOLOGY
67
customers wanted. The data was true, but the truth of what people
wanted was different.
The makers of laundry detergent asked consumers WHAT they
wanted from detergent, and consumers said whiter whites and
brighter brights. Not such a remarkable finding, if you think about
it, that people doing laundry wanted their detergent to help get their
clothes not just clean, but very clean. So brands attempted to dif-
ferentiate HOW they got your whites whiter and brights brighter by
trying to convince consumers that one additive was more effective
than another. Protein, said one brand. Color enhancers, said another.
No one asked customers WHY they wanted their clothes clean. That
little nugget wasn’t revealed until many years later when a group of
anthropologists hired by one of the packaged-goods companies
revealed that all those additives weren’t in fact driving behavior.
They observed that when people took their washing out of the
dryer, no one held it up to the light to see how white it was or
compared it to newer items to see how bright it was. The first thing
people did when they pulled their laundry out of the dryer was to
smell it. This was an amazing discovery. Feeling clean was more im-
portant to people than being clean. There was a presumption that all
detergents get your clothes clean. That’s what detergent is supposed
to do. But having their clothes smell fresh and clean mattered much
more than the nuanced differences between which detergent
actually made clothes measurably cleaner.
That a false assumption swayed an entire industry to follow the
wrong direction is not unique to detergents. Cell phone companies
believed people wanted more options and buttons until Apple in-
troduced its iPhone with fewer options and only one button. The
German automakers believed their engineering alone mattered to
American car buyers. They were stunned and perplexed when they
learned that great engineering wasn’t enough. One by one, the
German luxury car makers begrudgingly added cup holders to their

START WITH WHY
68
fine automobiles. It was a feature that mattered a great deal to
commuter-minded Americans, but was rarely mentioned in any
research about what factors influenced purchase decisions. I am not,
for a moment, proposing that cup holders make people loyal to
BMWs. All I am proposing is that even for rationally minded car
buyers, there is more to decision-making than meets the eye.
Literally.
The power of the limbic brain is astounding. It not only controls
our gut decisions, but it can influence us to do things that seem
illogical or irrational. Leaving the safety of home to explore faraway
places. Crossing oceans to see what’s on the other side. Leaving a
stable job to start a business out of your basement with no money in
the bank. Many of us look at these decisions and say, “That’s stupid,
you’re crazy. You could lose everything. You could get yourself
killed. What are you thinking?” It is not logic or facts but our hopes
and dreams, our hearts and our guts, that drive us to try new things.
If we were all rational, there would be no small businesses, there
would be no exploration, there would be very little innovation and
there would be no great leaders to inspire all those things. It is the
undying belief in something bigger and better that drives that kind
of behavior. But it can also control behavior born out of other
emotions, like hate or fear. Why else would someone plot to hurt
someone they had never met?
The amount of market research that reveals that people want to
do business with the company that offers them the best-quality
products, with the most features, the best service and all at a good
price is astounding. But consider the companies with the greatest
loyalty—they rarely have all those things. If you wanted to buy a
custom Harley-Davidson, you used to wait six months for delivery
(to give them credit, they’ve got it down from a year). That’s bad
service! Apple’s computers are at least 25 percent more expensive
than a comparable PC. There is less software available for their

THIS IS NOT OPINION, THIS IS BIOLOGY
69
operating system. They have fewer peripherals. The machines them-
selves are sometimes slower than a comparable PC. If people made
only rational decisions, and did all the research before making a
purchase, no one would ever buy a Mac. But of course people do
buy Macs. And some don’t just buy them—they love them, a feeling
that comes straight from the heart. Or the limbic brain.
We all know someone who is a die-hard Mac lover. Ask them
WHY they love their Mac. They won’t tell you, “Well, I see myself as
someone who likes to challenge the status quo, and it’s important
for me to surround myself with the people, products and brands
that prove to the outside world who I believe I am.” Biologically,
that’s what happened. But that decision was made in the part of the
brain that controls behavior but not language. So they will provide a
rationalization: “It’s the user interface. It’s the simplicity. It’s the
design. It’s the high quality. They’re the best computers. I’m a
creative person.” In reality, their purchase decision and their loyalty
are deeply personal. They don’t really care about Apple; it’s all
about them.
The same can even be said for the people who love to work at
Apple. Even employees can’t put it into words. In their case, their
job is one of the WHATs to their WHY. They too are convinced it’s
the quality of the products alone that is behind Apple’s success. But
deep inside, they all love being a part of something bigger than
themselves. The most loyal Apple employees, like the most loyal
Apple customers, all love a good revolution. A great raise and
added benefits couldn’t convince a loyal Apple employee to work
for Dell, and no amount of cash-back incentives and rebates could
convince a loyal Mac user to switch to a PC (many are already
paying double the price). This is beyond rational. This is a belief. It’s
no accident that the culture at Apple is often described as a cult. It’s
more than just products, it’s a cause to support. It’s a matter of faith.

START WITH WHY
70
Remember the Honda and the Ferrari? Products are not just
symbols of what the company believes, they also serve as symbols
of what the loyal buyers believe. People with Apple laptop com-
puters, for example, love opening them up while sitting in an air-
port. They like that everyone knows they are using a Mac. It’s an
emblem, a symbol of who they are. That glowing Apple logo speaks
to something about them and how they see the world. Does anyone
notice when someone pops open the lid of their HP or Dell
computer? No! Not even the people using the computers care. HP
and Dell have a fuzzy sense of WHY, so their products and their
brands don’t symbolize anything about the users. To the Dell or HP
user, their computer, no matter how fast or sleek, is not a symbol of
a higher purpose, cause or belief. It’s just a computer. In fact, for the
longest time, the logo on the lid of a Dell computer faced the user so
when they opened it, it would be upside down for everyone else.
Products with a clear sense of WHY give people a way to tell the
outside world who they are and what they believe. Remember,
people don’t buy WHAT you do, they buy WHY you do it. 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. And when that happens, manipulations that rely on
pushing price, features, service or quality become the primary cur-
rency of differentiation.

71
5

CLARITY, DISCIPLINE AND CONSISTENCY

Nature abhors a vacuum. In order to promote life, Mother Nature
attempts to find balance whenever possible. When life is destroyed
because of a forest fire, for example, nature will introduce new life to
replace it. The existence of a food chain in any ecosystem, in which
each animal exists as food for another, is a way of maintaining
balance. The Golden Circle, grounded in natural principles of
biology, obeys the need for balance as well. As I’ve discussed, when
the WHY is absent, imbalance is produced and manipulations
thrive. And when manipulations thrive, uncertainty increases for
buyers, instability increases for sellers and stress increases for all.
Starting with WHY is just the beginning. There is still work to be
done before a person or an organization earns the right or ability to
inspire. For The Golden Circle to work, each of the pieces must be in
balance and in the right order.
Clarity of WHY
It all starts with clarity. You have to know WHY you do WHAT you
do. If people don’t buy WHAT you do, they buy WHY you do it, so
it follows that if you don’t know WHY you do WHAT you do, how
will anyone else? If the leader of the organization can’t clearly ar-
ticulate WHY the organization exists in terms beyond its products
or services, then how does he expect the employees to know WHY
to come to work? If a politician can’t articulate WHY she seeks

START WITH WHY
72
public office beyond the standard “to serve the people” (the mini-
mum rational standard for all politicians), then how will the voters
know whom to follow? Manipulations can motivate the outcome of
an election, but they don’t help choose who should lead. To lead
requires those who willingly follow. It requires those who believe in
something bigger than a single issue. To inspire starts with the
clarity of WHY.
Discipline of HOW
Once you know WHY you do what you do, the question is HOW
will you do it? HOWs are your values or principles that guide HOW
to bring your cause to life. HOW we do things manifests in the
systems and processes within an organization and the culture. Un-
derstanding HOW you do things and, more importantly, having the
discipline to hold the organization and all its employees accountable
to those guiding principles enhances an organization’s ability to
work to its natural strengths. Understanding HOW gives greater
ability, for example, to hire people or find partners who will
naturally thrive when working with you.
Ironically, the most important question with the most elusive
answer—WHY do you do what you do?—is actually quite simple
and efficient to discover (and I’ll share it in later chapters). It’s the
discipline to never veer from your cause, to hold yourself
accountable to HOW you do things; that’s the hardest part. Making
it even more difficult for ourselves, we remind ourselves of our
values by writing them on the wall… as nouns. Integrity. Honesty.
Innovation. Communication, for example. But nouns are not
actionable. They are things. You can’t build systems or develop
incentives around those things. It’s nearly impossible to hold people
accountable to nouns.

CLARITY, DISCIPLINE AND CONSISTENCY
73
“A little more innovation today if you would please, Bob.” And if
you have to write “honesty” on your wall to remind you to do it,
then you probably have bigger problems anyway.
For values or guiding principles to be truly effective they have to
be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not
“innovation,” it’s “look at the problem from a different angle.”
Articulating our values as verbs gives us a clear idea … we have a
clear idea of how to act in any situation. We can hold each other
accountable to them measure them or even build incentives around
them. Telling people to have integrity doesn’t guarantee that their
decisions will always keep customers’ or clients’ best interest in
mind; telling them to always do the right thing does. I wonder what
values Samsung had written on the wall when they developed that
rebate that wasn’t applicable to people living in apartment
buildings.
The Golden Circle offers an explanation for long-term success,
but the inherent nature of doing things for the long term often
includes investments or short-term costs. This is the reason the
discipline to stay focused on the WHY and remain true to your
values matters so much.
Consistency of WHAT
Everything you say and everything you do has to prove what
you believe. A WHY is just a belief. That’s all it is. HOWs are the
actions you take to realize that belief. And WHATs are the results of
those actions—everything you say and do: your products, services,
marketing, PR, culture and whom you hire. If people don’t buy
WHAT you do but WHY you do it, then all these things must be
consistent. With consistency people will see and hear, without a
shadow of a doubt, what you believe. After all, we live in a tangible
world. The only way people will know what you believe is by the

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74
things you say and do, and if you’re not consistent in the things you
say and do, no one will know what you believe.
It is at the WHAT level that authenticity happens. “Authenticity”
is that word so often bandied about in the corporate and political
worlds. Everyone talks about the importance of being authentic.
“You must be authentic,” experts say. “All the trend data shows that
people prefer to do business with authentic brands.” “People vote for
the authentic candidate.” The problem is, that instruction is totally
unactionable.
How do you go into somebody’s office and say, “From now on,
please, a little more authenticity.” “That marketing piece you’re
working on,” a CEO might instruct, “please make it a little more
authentic.” What do companies do to make their marketing or their
sales or whatever they’re doing authentic?
The common solution is hilarious to me. They go out and do
customer research and they ask the customers, what would we have
to tell you for us to be authentic? This entirely misses the point. You
can’t ask others what you have to do to be authentic. Being authentic
means that you already know. What does a politician say when told
to be “more authentic”? How does a leader act more “authentically”?
Without a clear understanding of WHY, the instruction is
completely useless.
What authenticity means is that your Golden Circle is in balance.
It means that everything you say and everything you do you actually
believe. This goes for management as well as the employees. Only
when that happens can the things you say and do be viewed as
authentic. Apple believed that its original Apple computer and its
Macintosh challenged the dominant IBM DOS platforms. Apple
believes its iPod and iTunes products are challenging the status quo
in the music industry. And we all understand WHY Apple does
what it does. It is because of that mutual understanding that we
view those Apple products as authentic. Dell introduced mp3

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players and PDAs in an attempt to enter the small electronics
business. We don’t know what Dell’s WHY is, we have no certainty
about what the company believes or WHY it produced those prod-
ucts beyond self-gain and a desire to capitalize on a new market
segment. Those products are not authentic. It’s not that Dell couldn’t
enter other markets—it certainly has the knowledge and ability to
make good products—but its ability to do so without a clear
understanding of WHY is what makes it much harder and much
more expensive. Just producing high-quality products and
marketing them does not guarantee success. Authenticity cannot be
achieved without clarity of WHY. And authenticity matters.
Ask the best salesmen what it takes to be a great salesman. They
will always tell you that it helps when you really believe in the
product you’re selling. What does belief have to do with a sales job?
Simple. When salesmen actually believe in the thing they are selling,
then the words that come out of their mouths are authentic. When
belief enters the equation, passion exudes from the salesman. It is
this authenticity that produces the relationships upon which all the
best sales organizations are based. Relationships also build trust.
And with trust comes loyalty. Absent a balanced Golden Circle
means no authenticity, which means no strong relationships, which
means no trust. And you’re back at square one selling on price,
service, quality or features. You are back to being like everyone else.
Worse, without that authenticity, companies resort to manipulation:
pricing, promotions, peer pressure, fear, take your pick. Effective?
Of course, but only for the short term.
Being authentic is not a requirement for success, but it is if you
want that success to be a lasting success. Again, it goes back to
WHY. Authenticity is when you say and do the things you actually
believe. But if you don’t know WHY the organization or the
products exist on a level beyond WHAT you do, then it is
impossible to know if the things you say or do are consistent with

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your WHY. Without WHY, any attempt at authenticity will almost
always be inauthentic.
The Right Order
After you have clarity of WHY, are disciplined and accountable
to your own values and guiding principles, and are consistent in all
you say and do, the final step is to keep it all in the right order. Just
like that little Apple marketing example I used earlier, simply
changing the order of the information, starting with WHY, changed
the impact of the message. The WHATs are important—they pro-
vide the tangible proof of the WHY—but WHY must come first. The
WHY provides the context for everything else. As you will see over
and over in all the cases and examples in this book, whether in
leadership, decision-making or communication, starting with WHY
has a profound and long-lasting impact on the result. Starting with
WHY is what inspires people to act.
If You Don’t Know WHY, You Can’t Know HOW
Rollin King, a San Antonio businessman, hatched the idea to take
what Pacific Southwest was doing in California and bring it to
Texas—to start an airline that flew short-haul flights between Dallas,
Houston and San Antonio. He had recently gone through a long and
messy divorce and turned to the one man he trusted to help him get
his idea off the ground. His Wild Turkey-drinking, chain-smoking
divorce lawyer, Herb Kelleher.
In nearly every way, King and Kelleher were opposites. King, a
numbers guy, was notoriously gruff and awkward, while Kelleher
was gregarious and likable. At first Kelleher called King’s idea a
dumb one, but by the end of the evening King had successfully
inspired him with his vision and Kelleher agreed to consider coming
on board. It would take four years, however, before Southwest

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Airlines would make its first flight from Dallas’s Love Field to
Houston.
Southwest did not invent the concept of a low-cost airline. Pacific
Southwest Airlines pioneered the industry—Southwest even copied
their name. Southwest had no first mover’s advantage—Braniff In-
ternational Airways, Texas International Airlines and Continental
Airlines were already serving the Texas market, and none was eager
to give up any ground. But Southwest was not built to be an airline.
It was built to champion a cause. They just happened to use an air-
line to do it.
In the early 1970s, only 15 percent of the traveling population
traveled by air. At that rate, the market was small enough to scare
off most would-be competitors to the big airlines. But Southwest
wasn’t interested in competing against everyone else for 15 percent
of the traveling population. Southwest cared about the other 85
percent. Back then, if you asked Southwest whom their competition
was, they would have told you, “We compete against the car and the
bus.” But what they meant was, “We’re the champion for the
common man.” That was WHY they started the airline. That was
their cause, their purpose, their reason for existing. HOW they went
about building their company was not a strategy developed by a
high-priced management consultancy. It wasn’t a collection of best
practices that they saw other companies doing. Their guiding
principles and values stemmed directly from their WHY and were
more common sense than anything else.
In the 1970s, air travel was expensive, and if Southwest was
going to be the champion for the common man, they had to be
cheap. It was an imperative. And in a day and age when air travel
was elitist—back then people wore ties on planes—as the champion
for the common man, Southwest had to be fun. It was an imperative.
In a time when air travel was complicated, with different prices
depending on when you booked, Southwest had to be simple. If

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they were to be accessible to the other 85 percent, then simplicity
was an imperative. At the time, Southwest had two price categories:
nights/weekends and daytime. That was it.
Cheap, fun and simple. That’s HOW they did it. That’s how they
were to champion the cause of the common man. The result of their
actions was made tangible in the things they said and did— their
product, the people they hired, their culture and their marketing.
“You are now free to move about the country,” they said in their
advertising. That’s much more than a tagline. That’s a cause. And
it’s a cause looking for followers. Those who could relate to
Southwest, those who saw themselves as average Joes, now had an
alternative to the big airlines. And those who believed what South-
west believed became fiercely loyal to the company. They felt
Southwest was a company that spoke directly to them and directly
for them. More importantly, they felt that flying Southwest said
something about who they were as people. The loyalty that devel-
oped with their customers had nothing to do with price. Price was
simply one of the ways the airline brought their cause to life.
Howard Putnam, one of the former presidents of Southwest,
likes to tell a story of a senior executive of a large company who
approached him after an event. The executive said he always flew
one of the big airlines when he traveled on business. He had to, it
was a company mandate. And although he had accumulated many
frequent flier miles on the other airline and money was no object,
when he flew for himself or with his family, he always flew South-
west. “He loves Southwest,” Putnam says with a grin when he tells
the story. Just because Southwest is cheap doesn’t mean it only ap-
peals to those with less money. Cheap is just one of the things
Southwest does that helps us understand what they believe.
What Southwest has achieved is the stuff of business folklore. As
a result of WHY they do what they do, and because they are highly
disciplined in HOW they do it, they are the most profitable airline

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in history. There has never been a year that they didn’t turn a profit,
including after September 11 and during the oil crises of the 1970s
and early 2000s. Everything Southwest says and does is authentic.
Everything about them reflects the original cause King and Kelleher
set out to champion decades earlier. It has never veered.
Fast-forward about thirty years. United Airlines and Delta Air-
lines looked at the success of Southwest and decided they needed a
low-cost product to compete and share in Southwest’s success. “We
got to get us one of those,” they thought. In April 2003, Delta
launched their low-cost alternative, Song. Less than a year later
United launched Ted. In both cases, they copied HOW Southwest
did it. They made Ted and Song cheap, fun and simple. And for
anyone who ever flew Ted or Song, they were cheap, they were fun
and they were simple. But both failed.
United and Delta were both old hands in the airline business and
were every bit qualified to add whatever products they wanted to
adapt to market conditions or seize opportunities. The problem was
not with WHAT they did, the problem was, no one knew WHY
Song or Ted existed. They may have even been better than South-
west. But it didn’t matter. Sure, people flew them, but there are
always reasons people do business with you that have nothing to do
with you. That people can be motivated to use your product is not
the issue; the problem was that too few were loyal to the brands.
Without a sense of WHY, Song and Ted were just another couple of
airlines. Without a clear sense of WHY, all that people had to judge
them on was price or convenience. They were commodities that had
to rely on manipulations to build their businesses, an expensive
proposition. United abandoned its entry into the low-cost airline
business just four years after it began, and Delta’s Song also took its
last flight only four years after it launched.
It is a false assumption that differentiation happens in HOW and
WHAT you do. Simply offering a high-quality product with more

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features or better service or a better price does not create difference.
Doing so guarantees no success. Differentiation happens in WHY
and HOW you do it. Southwest isn’t the best airline in the world.
Nor are they always the cheapest. They have fewer routes than
many of their competition and don’t even fly outside the continental
United States. WHAT they do is not always significantly better. But
WHY they do it is crystal clear and everything they do proves it.
There are many ways to motivate people to do things, but loyalty
comes from the ability to inspire people. Only when the WHY is
clear and when people believe what you believe can a true loyal
relationship develop.
Manipulation and Inspiration Are Similar, but Not the Same
Manipulation and inspiration both tickle the limbic brain.
Aspirational messages, fear or peer pressure all push us to decide
one way or another by appealing to our irrational desires or playing
on our fears. But it’s when that emotional feeling goes deeper than
insecurity or uncertainty or dreams that the emotional reaction
aligns with how we view ourselves. It is at that point that behavior
moves from being motivated to inspired. When we are inspired, the
decisions we make have more to do with who we are and less to do
with the companies or the products we’re buying.
When our decisions feel right, we’re willing to pay a premium or
suffer an inconvenience for those products or services. This has
nothing to do with price or quality. Price, quality, features and ser-
vice are important, but they are the cost of entry in business today. It
is those visceral limbic feelings that create loyalty. And it is that
loyalty that gives Apple or Harley-Davidson or Southwest Airlines
or Martin Luther King or any other great leader who commands a
following such a huge advantage. Without a strong base of loyal
followers, the pressure increases to manipulate—to compete or

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“differentiate” based on price, quality, service or features. Loyalty,
real emotional value, exists in the brain of the buyer, not the seller.
It’s hard to make a case to someone that your products or ser-
vices are important in their lives based on external rational factors
that you have defined as valuable (remember the Ferrari versus the
Honda). However, if your WHYs and their WHY correspond, then
they will see your products and services as tangible ways to prove
what they believe. When WHY, HOW, and WHAT are in balance,
authenticity is achieved and the buyer feels fulfilled. When they are
out of balance, stress or uncertainty exists. When that happens, the
decisions we make will also be out of balance. Without WHY, the
buyer is easily motivated by aspiration or fear. At that point, it is the
buyer who is at the greatest risk of ending up being inauthentic. If
they buy something that doesn’t clearly embody their own sense of
WHY, then those around them have little evidence to paint a clear
and accurate picture of who they are.
The human animal is a social animal. We’re very good at sensing
subtleties in behavior and judging people accordingly. We get good
feelings and bad feelings about companies, just as we get good
feelings and bad feelings about people. There are some people we
just feel we can trust and others we just feel we can’t. Those feelings
also manifest when organizations try to court us. Our ability to feel
one way or another toward a person or an organization is the same.
What changes is who is talking to us, but it is always a single indi-
vidual who is listening. Even when a company airs its message on
TV, for example, no matter how many people see the commercial, it
is always and only an individual that can receive the message. This
is the value of The Golden Circle; it provides a way to communicate
consistent with how individuals receive information. For this reason
an organization must be clear about its purpose, cause or belief and
make sure that everything they say and do is consistent with and
authentic to that belief. If the levels of The Golden Circle are in

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balance, all those who share the organization’s view of the world
will be drawn to it and its products like a moth to a light bulb.
Doing Business Is Like Dating
I’d like to introduce you to our imaginary friend Brad. Brad is
going on a date tonight. It’s a first date and he’s pretty excited. He
thinks the woman he’s about to meet is really beautiful and that she
makes a great prospect. Brad sits down for dinner and he starts
talking.
“I am extremely rich.”
“I have a big house and I drive a beautiful car.”
“I know lots of famous people.”
“I’m on TV all the time, which is good because I’m good-
looking.”
“I’ve actually done pretty well for myself.”
The question is, does Brad get a second date?
The way we communicate and the way we behave is all a matter of
biology. That means we can make some comparisons between the
things we do in our social lives and the things we do in our
professional lives. After all, people are people. To learn how to
apply. WHY to a business situation, you needn’t look much farther
than how we act on a date. Because, in reality, there is no difference
between sales and dating. In both circumstances, you sit across a
table from someone and hope to say enough of the right things to
close the deal. Of course, you could always opt for a manipulation
or two, a fancy dinner, dropping hints of tickets that you have or
whom you know. Depending on how badly you want to close the
deal, you could tell them anything they want to hear. Promise them
the world and the odds are good that you will close the deal. Once.

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Maybe twice. With time, however, maintaining that relationship
will cost more and more. No matter the manipulations you choose,
this is not the way to build a trusting relationship.
In Brad’s case, it is obvious that the date did not go well. The
odds are not good that he will get a second date, and he’s certainly
not done a good job of laying down the foundation to build a rela-
tionship. Ironically, the woman’s initial interest may have been gen-
erated based on those elements. She agreed to go on the date
because her friends told her that Brad was good-looking and that he
had a good job and that he knew a lot of famous people. Even
though all those things may be true, WHATs don’t drive decision-
making, WHATs should be used as proof of WHY, and the date
plainly fell flat.
Let’s send Brad out again, but this time he’s going to start with
WHY.
“You know what I love about my life?” he starts this time. “I get
to wake up every day to do something I love. I get to inspire people
to do the things that inspire them. It’s the most wonderful thing in
the world. In fact, the best part is trying to figure out all the dif-
ferent ways I can do that. It really is amazing. And believe it or not,
I’ve actually been able to make a lot of money from it. I bought a big
house and a nice car. I get to meet lots of famous people and I get to
be on TV all the time, which is fun, because I’m good- looking. I’m
very lucky that I’m doing something that I love, I’ve actually been
able to do pretty well because of it.”
This time the chances Brad will get a second date, assuming that
whoever is sitting across from him believes what he believes, went
up exponentially. More importantly, he’s also laying a good foun-
dation for a relationship, one based on values and beliefs. He said all
the same things as on the first date; the only difference is he started
with WHY, and all the WHATs, all the tangible benefits, served as
proof of that WHY.

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Now consider how most companies do business. Someone sits
down across a table from you, they’ve heard you’re a good prospect,
and they start talking.
“Our company is extremely successful.”
“We have beautiful offices, you should stop by and check them
out sometime.”
“We do business with all the biggest companies and brands.”
“I’m sure you’ve seen our advertising.”
“We’re actually doing pretty well.”
In business, like a bad date, many companies work so hard to
prove their value without saying WHY they exist in the first place.
You’ll have to do more than show your resume before someone
finds you appealing, however. But that is exactly what companies
do. They provide you with a long list of their experience—WHAT
they’ve done, whom they know—all with the idea that you will find
them so desirable that you will have to drop everything to do busi-
ness with them.
People are people and the biology of decision-making is the same
no matter whether it is a personal decision or a business decision.
It’s obvious that in the dating scenario it was a bad date, so why
would we expect it to be any different in the business scenario?
Like on a date, it is exceedingly difficult to start building a trusting
relationship with a potential customer or client by trying to
convince them of all the rational features and benefits. Those things
are important, but they serve only to give credibility to a sales pitch
and allow buyers to rationalize their purchase decision. As with all
decisions, people don’t buy WHAT you do, they buy WHY you do
it, and WHAT you do serves as the tangible proof of WHY you do it.
But unless you start with WHY, all people have to go on are the
rational benefits. And chances are you won’t get a second date.
Here’s the alternative:

CLARITY, DISCIPLINE AND CONSISTENCY
85
“You know what I love about our company? Every single one of
us comes to work every day to do something we love. We get to
inspire people to do the things that inspire them. It’s the most won-
derful thing in the world. In fact, the fun part is trying to figure out
all the different ways we can do that. It really is amazing. The best
part is, it is also good for business. We do really well. We have beau-
tiful offices, you should stop by sometime to see. We work with
some of the biggest companies. I’m sure you’ve seen our ads. We’re
actually doing pretty well.”
Now, how certain are you that the second pitch was better than
the first?
Three Degrees of Certainty
When we can only provide a rational basis for a decision, when
we can only point to tangible elements or rational measurements,
the highest level of confidence we can give is, “I think this is the right
decision.” That would be biologically accurate because we’re
activating the neocortex, the “thinking” part of our brain. At a
neocortical level we can verbalize our thoughts. This is what’s hap-
pening when we spend all that time sifting through the pros and
cons, listening to all the differences between plasma or LCD, Dell
versus HP.
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. Again, this is biologically accurate, because gut
decisions happen in the part of the brain that controls our emotions,
not language. Ask the most successful entrepreneurs and leaders
what their secret is and invariably they all say the same thing: “I
trust my gut.” The times things went wrong, they will tell you, “I
listened to what others were telling me, even though it didn’t feel
right. I should have trusted my gut.” It’s a good strategy, except it’s
not scalable. The gut decision can only be made by a single person.

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86
It’s a perfectly good strategy for an individual or a small
organization, but what happens when success necessitates that more
people be able to make decisions that feel right?
That’s when the power of WHY can be fully realized. The ability
to put a WHY into words provides the emotional context for deci-
sions. It offers greater confidence than “I think it’s right.” It’s more
scalable than “I feel it’s right.” When you know your WHY, the
highest level of confidence you can offer is, “I know it’s 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 decision is fully
balanced. The rational WHATs offer proof for the feeling of WHY. If
you can verbalize the feeling that drove the gut decision, if you can
clearly state your WHY, you’ll provide a clear context for those
around you to understand why that decision was made. If the
decision is consistent with the facts and figures, then those facts and
figures serve to reinforce the decision—this is balance. And if the
decision flies in the face of all the facts and figures then it will
highlight the other factors that need to be considered. It can turn a
controversial decision from a debate into a discussion.
My former business partner, for example, would get upset when
I turned away business. I would tell him that a potential client didn’t
“feel” right. That would frustrate him to no end because “the client’s
money was as good as everyone else’s,” he would tell me. He
couldn’t understand the reason for my decision and, worse, I
couldn’t explain it. It was just a feeling I had. In contrast, these days
I can easily explain WHY I’m in business—to inspire people to do
the things that inspire them. If I were to make the same decision
now for the same gut reason, there is no debate because everyone is
clear WHY the decision was made. We turn away business because
those potential clients don’t believe what we believe and they are not
interested in anything to do with inspiring people. With a clear
sense of WHY, a debate to take on a bad-fit client turns into a

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discussion of whether the imbalance is worth the short-term gain
they may give us.
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 peo-
ple who believe what you believe. When we are selective about
doing business only with those who believe in our WHY, trust
emerges.

88

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PART 3

LEADERS
NEED A
FOLLOWING

90

91
6

THE EMERGENCE OS TRUST
To say that most of the company’s employees were embarrassed
to work there was an understatement. It was no secret that the em-
ployees felt mistreated. And if a company mistreats their people, just
watch how the employees treat their customers. Mud rolls down a
hill, and if you’re the one standing at the bottom, you get hit with
the full brunt. In a company, that’s usually the customer.
Throughout the 1980s, this was life at Continental Airlines—the
worst airline in the industry.
“I could see Continental’s biggest problem the second I walked in
the door in February of 1994,” Gordon Bethune wrote in From Worst
to First, the chief executive’s firsthand account of Continental’s
turnaround. “It was a crummy place to work.” Employees were

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“surly to customers, surly to each other, and ashamed of their com-
pany. And you can’t have a good product without people who like
coming to work. It just can’t be done,” he recounts.
Herb Kelleher, the head of Southwest for twenty years, was con-
sidered a heretic for positing the notion that it is a company’s re-
sponsibility to look after the employees first. Happy employees
ensure happy customers, he said. And happy customers ensure
happy shareholders—in that order. Fortunately, Bethune shared this
heretical belief.
Some would argue that the reason Continental’s culture was so
poisonous was that the company was struggling. They would tell
you that it’s hard for executives to focus on anything other than
survival when a company is facing hard times. “Once we get profit-
able again,” the logic went, “then we will take a look at everything
else.” And without a doubt, throughout the 1980s and early 1990s,
Continental struggled. The company filed for Chapter 11 bank-
ruptcy protection twice in eight years—once in 1983 and again in
1991—and managed to go through ten CEOs in a decade. In 1994,
the year Bethune took over as the newest CEO, the company had
lost $600 million and ranked last in every measurable performance
category.
But all that didn’t last long once Bethune arrived. The very next
year Continental made $250 million and was soon ranked as one of
the best companies to work for in America. And while Bethune
made significant changes to improve the operations, the greatest
gains were in a performance category that is nearly impossible to
measure: trust.
Trust does not emerge simply because a seller makes a rational
case why the customer should buy a product or service, or because
an executive promises change. Trust is not a checklist. Fulfilling all
your responsibilities does not create trust. Trust is a feeling, not a
rational experience. We trust some people and companies even

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93
when things go wrong, and we don’t trust others even though ev-
erything might have gone exactly as it should have. A completed
checklist does not guarantee trust. Trust begins to emerge when we
have a sense that another person or organization is driven by things
other than their own self-gain.
With trust comes a sense of value—real value, not just value
equated with money. Value, by definition, is the transference of
trust. You can’t convince someone you have value, just as you can’t
convince someone to trust you. You have to earn trust by commu-
nicating and demonstrating that you share the same values and
beliefs. You have to talk about your WHY and prove it with WHAT
you do. Again, a WHY is just a belief, HOWs are the actions we take
to realize that belief, and WHATs are the results of those actions.
When all three are in balance, trust is built and value is perceived.
This is what Bethune was able to do.
There are many talented executives with the ability to manage
operations, but great leadership is not based solely on great opera-
tional ability. Leading is not the same as being the leader. Being the
leader means you hold the highest rank, either by earning it, good
fortune or navigating internal politics. Leading, however, means
that others willingly follow you—not because they have to, not be-
cause they are paid to, but because they want to. Frank Lorenzo,
CEO before Bethune, may have been the leader of Continental, but
Gordon Bethune knew how to lead the company. Those who lead
are able to do so because those who follow trust that the decisions
made at the top have the best interest of the group at heart. In turn,
those who trust work hard because they feel like they are working
for something bigger than themselves.
Prior to Bethune’s arrival, the twentieth floor of the company’s
headquarters, the executive floor, was off-limits to most people. The
executive suites were locked. Only those with a rank of senior vice
president or higher were permitted to visit. Key cards were required

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94
to get onto the floor, security cameras were ubiquitous and armed
guards roamed the floor to eliminate any doubt that the security was
no joke. Clearly, the company suffered from trust issues. One story
handed down was that Frank Lorenzo would not even drink a soda
on a Continental plane if he didn’t open the can himself. He didn’t
trust anyone, so it is no great leap of logic that no one trusted him.
It’s hard to lead when those whom you are supposed to be leading
are not inclined to follow.
Bethune was very different. He understood that beyond the
structure and systems a company is nothing more than a collection
of people. “You don’t lie to your own doctor,” he says, “and you
can’t lie to your own employees.” Bethune set out to change the
culture by giving everyone something they could believe in. And
what, specifically, did he give them to believe in that could turn the
worst airline in the industry into the best airline in the industry with
all the same people and all the same equipment?
In college I had a roommate named Howard Jeruchimowitz.
Now an attorney in Chicago, Howard learned from an early age
about a very simple human desire. Growing up in the suburbs of
New York City, he played outfield on the worst team in the Little
League. They lost nearly every game they played—and not by small
margins either; they were regularly annihilated. Their coach was a
good man and wanted to instill a positive attitude in the young
athletes. After one of their more embarrassing losses, the coach
pulled the team together and reminded them, “It doesn’t matter who
wins or loses, what matters is how you play the game.” It was at this
point that young Howard raised his hand and asked, “Then why do
we keep score?”
Howard understood from a very young age the very human
desire to win. No one likes to lose, and most healthy people live
their life to win. The only variation is the score we use. For some it’s
money, for others it’s fame or awards. For some it’s power, love, a

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family or spiritual fulfillment. The metric is relative, but the desire is
the same. A billionaire doesn’t need to work. Money becomes a way
to keep score—a relative account of how things are going. Even a
billionaire who loses millions due to poor decisions can get de-
pressed. Although the money may have zero impact on his lifestyle,
no one likes to lose.
The drive to win is not, per se, a bad thing. Problems arise, how-
ever, when the metric becomes the only measure of success, when
what you achieve is no longer tied to WHY you set out to achieve it
in the first place.
Bethune set out to prove to everyone at Continental that if they
wanted to win, they could win. And most of the employees stuck
around to find out if he was right. There were a few exceptions. One
executive who once held up a plane because he was running late
was asked to leave, as were thirty-nine more of the top sixty
executives who didn’t believe. No matter how experienced they
were or what they brought to the table, they were asked to leave if
they weren’t team players and weren’t able to adapt to the new cul-
ture that Bethune was trying to build. There was no room for those
who didn’t believe in the new Continental.
Bethune knew that building a team to go out and win meant
more than giving a few rah-rah speeches and bonuses for the top
brass if they hit certain revenue targets. He knew that if he wanted
to build a real, lasting success, people had to win not for him, not
for the shareholders and not even for the customer. For the success
to last the employees of Continental had to want to win for
themselves.
Everything he talked about was in terms of how it benefited the
employees. Instead of telling them to keep the planes clean for cus-
tomers, he pointed out something more obvious. Every day they
came to work on a plane. The passengers left after their flight, but

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many of the flight attendants had to stay on for at least one more
trip. It’s just nicer to come to work when the environment is cleaner.
Bethune also got rid of all the security on the twentieth floor. He
instituted an open-door policy and made himself incredibly
accessible. It was common for him to show up and sling bags with
some of the baggage handlers at the airport. From now on, this was
a family and everyone had to work together.
Bethune focused on the things they knew to be important, and to an
airline the most important thing is to get the planes running on time.
In the early 1990s, before Bethune arrived, Continental had the
lowest on-time rating of the nation’s ten largest airlines. So Bethune
told employees that each month Continental’s on-time percentage
ranked in the top five, every employee would receive a check for
$65. When you consider that Continental had 40,000 employees in
1995, every on-time month cost the airline a whopping $2.5 million,
But Bethune knew he was getting a deal: being chronically late was
costing it $5 million a month in expenses like missed connections
and putting passengers up overnight. But most important to
Bethune was what the bonus program did for the com- pany
culture: it got tens of thousands of employees, including managers,
all pointed in the same direction for the first time in years.
Gone were the days when only the brass would enjoy the ben-
efits of success. Everyone got their $65 when the airline did well and
no one got it when the airline missed its targets. Bethune even
insisted that a separate check be sent out. It wasn’t just added to
their salary check. This was different. This was a symbol of winning.
And on every check a message reminded them WHY they came to
work: “Thank you for helping make Continental one of the best.”
“We measured things the employees could truly control,” Be-
thune said. “We made the stakes something the employees would
win or lose on together, not separately.”

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Everything they did made people feel like they were in it
together. And they were.
The Only Difference Between You and a
Caveman Is the Car You Drive

The reason the human race has been so successful is not because
we’re the strongest animals—far from it. Size and might alone do
not guarantee success. We’ve succeeded as a species because of our
ability to form cultures. Cultures are groups of people who come
together around a common set of values and beliefs. When we share
values and beliefs with others, we form trust. Trust of others allows
us to rely on others to help protect our children and ensure our
personal survival. The ability to leave the den to hunt or explore
with confidence that the community will protect your family and
your stuff until you return is one of the most important factors in
the survival of an individual and the advancement of our species.
That we trust people with common values and beliefs is not, in
itself, a profound assertion. There is a reason we’re not friends with
everyone we meet. We’re friends with people who see the world the
way we see it, who share our views and our belief set. No matter
how good a match someone looks on paper, that doesn’t guarantee a
friendship. You can think of it on a macro scale also. The world is
filled with different cultures. Being American is not better than
being French. They are just different cultures—not better or worse,
just different. American culture strongly values ideals of
entrepreneurship, independence and self-reliance. We call our
WHY—the American Dream. French culture strongly values ideals
of unified identity, group reliance and joie de vivre. (Notice that we
use the French word to describe the joy-of-life lifestyle. Coinci-
dence? Perhaps.) Some people are good fits in French culture and

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some people are good fits in American culture. It is not a matter of
better or worse, they are just different.
Most people who are born and raised in one culture will, for
obvious reasons, end up being a reasonably good fit in that culture,
but not always. There are people who grew up in France who never
quite felt like they belonged; they were misfits in their own culture.
So they moved, maybe to America. Drawn to the feelings they had
for America’s WHY, they followed the American Dream and
emigrated.
It is always said that America is fueled in large part by immi-
grants. But it is completely false that all immigrants make produc-
tive members of a society. It’s not true that all immigrants have an
entrepreneurial spirit—just the ones that are viscerally drawn to
America. That’s what a WHY does. When it is clearly understood, it
attracts people who believe the same thing. And assuming they are
good fits for what Americans believe and how they do things, those
immigrants will say of America, “I love it here,” or “I love this
country.” This visceral reaction has less to do with America and
more to do with them. It’s how they feel about their own opportu-
nity and their own ability to thrive in a culture in which they feel
like they belong versus the one they came from.
And within the big WHY that is America, it breaks down even
further. Some people are better fits in New York and some are better
fits in Minneapolis. One culture is not better or worse than the other,
they are just different. Many people dream of moving to New York,
for example, attracted to the glamour or the perception of
opportunity. They arrive with aspirations of making it big, but they
fail to consider whether they will fit into the culture before they
make their move. Some make it. But so many don’t. Over and over,
I’ve seen people come to New York with big hopes and dreams, but
either couldn’t find the job they wanted or they found it but couldn’t
take the pressure. They are not dumb or bad or poor workers. They

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were just bad fits. They either stay in New York and exert more
effort than they need to, hating their jobs and their lives, or they
move. If they move to a city in which they are better fits— Chicago
or San Francisco or somewhere else—they often end up much
happier and more successful. New York is not rationally better than
other cities, it’s just not right for everyone. Like all cities, it’s only
right for those who are good fits.
The same can be said for any place that has a strong culture or
recognizable personality. We do better in cultures in which we are
good fits. We do better in places that reflect our own values and
beliefs. Just as the goal is not to do business with anyone who sim-
ply wants what you have, but to do business with people who be-
lieve what you believe, so too is it beneficial to live and work in a
place where you will naturally thrive because your values and be-
liefs align with the values and beliefs of that culture.
Now consider what a company is. A company is a culture. A
group of people brought together around a common set of values
and beliefs. It’s not products or services that bind a company to-
gether. It’s not size and might that make a company strong, it’s the
culture—the strong sense of beliefs and values that everyone, from
the CEO to the receptionist, all share. So the logic follows, the goal is
not to hire people who simply have a skill set you need, the goal is
to hire people who believe what you believe.
Finding the People Who Believe What You Believe
Early in the twentieth century, the English adventurer Ernest Shack-
leton set out to explore the Antarctic. Roald Amundsen, a Norwe-
gian, had only just become the first explorer ever to reach the South
Pole, leaving one remaining conquest: the crossing of the continent
via the southernmost tip of the earth.
The land part of the expedition would start at the frigid Weddell
Sea, below South America, and travel 1,700 miles across the pole to

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the Ross Sea, below New Zealand. The cost, Shackleton estimated at
the time, would be about $250,000. “The crossing of the south polar
continent will be the biggest polar journey ever attempted,”
Shackleton told a reporter for the New York Times on December 29,
1913. “The unknown fields in the world which are still unconquered
are narrowing down, but there still remains this great work.”
On December 5, 1914, Shackleton and a crew of twenty-seven
men set out for the Weddell Sea on the Endurance, a 350-ton ship
that had been constructed with funds from private donors, the
British government and the Royal Geographical Society. By then,
World War I was raging in Europe, and money was growing more
scarce. Donations from English schoolchildren paid for the dog
teams.
But the crew of the Endurance would never reach the continent of
Antarctica.
Just a few days out of South Georgia Island in the southern
Adantic, the ship encountered mile after mile of pack ice, and was
soon trapped as winter moved in early and with fury. Ice closed in
around the ship “like an almond in a piece of toffee,” a crew member
wrote. Shackleton and his crew were stranded in the Antarctic for
ten months as the Endurance drifted slowly north, until the pressure
of the ice floes finally crushed the ship. On November 21, 1915, the
crew watched as she sank in the frigid waters of the Weddell Sea.
Stranded on the ice, the crew of the Endurance boarded their
three lifeboats and landed on tiny Elephant Island. There Shackleton
left behind all but five of his men and embarked on a hazardous
journey across 800 miles of rough seas to find help. Which, eventu-
ally, they did.
What makes the story of the Endurance so remarkable, however, is
not the expedition, it’s that throughout the whole ordeal no one
died, There were no stories of people eating others and no mutiny.

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This was not luck. This was because Shackleton hired good fits.
He found the right men for the job. When you fill an organization
with good fits, those who believe what you believe, success just
happens. And how did Shackleton find this amazing crew? With a
simple ad in the London Times.
Compare that to how we hire people. Like Shackleton, we run
ads in the newspaper, or on the modern equivalents, Craigslist or
Monster.com. Sometimes we hire a recruiter to find someone for us,
but the process is largely the same. We provide a list of qualifica-
tions for the job and expect that the best candidate will be the one
who meets those requirements.
The issue is how we write those ads. They are all about WHAT
and not about WHY. A want ad might say, for example, “Account
executive needed, minimum five years’ experience, must have
working knowledge of industry. Come work for a fantastic, fast-
growing company with great pay and great benefits.” The ad may
produce loads of applicants, but how do we know which is the right
fit?
Shackleton’s ad for crew members was different. His did not say
WHAT he was looking for. His ad did not say:
“Men needed for expedition. Minimum five years’ experience.
Must know how to hoist mainsail. Come work for a fantastic
captain.”
Rather, Shackleton was looking for those with something more.
He was looking for a crew that belonged on such an expedition. His
actual ad ran like this:
“Men wanted for Hazardous journey. Small wages, bitter cold,
long months of complete darkness, constant danger, safe return
doubtful. Honour and recognition in case of success.”
The only people who applied for the job were those who read the ad
and thought it sounded great. They loved insurmountable odds. The
only people who applied for the job were survivors. Shackleton

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hired only people who believed what he believed. Their ability to
survive was guaranteed. When employees belong, they will
guarantee your success. And they won’t be working hard and
looking for innovative solutions for you, they will be doing it for
themselves.
What all great leaders have in common is the ability to find good
fits to join their organizations—those who believe what they believe.
Southwest Airlines is a great example of a company with a knack for
hiring good fits. Their ability to find people who embody their cause
makes it much easier for them to provide great service. As Herb
Kelleher famously said, “You don’t hire for skills, you hire for
attitude. You can always teach skills.” This is all fine and good; the
problem is, which attitude? What if their attitude is not one that fits
your culture?
I love asking companies whom they like to hire, and one of the
most common answers I am given is, “We hire only passionate
people.” But how do you know if someone is passionate for inter-
viewing, but not so passionate for working? The truth is, almost
every person on the planet is passionate, we are just not all pas-
sionate for the same things. Starting with WHY when hiring dra-
matically increases your ability to attract those who are passionate
for what you believe. Simply hiring people with a solid resume or
great work ethic does not guarantee success. The best engineer at
Apple, for example, would likely be miserable if he worked at Mi-
crosoft. Likewise, the best engineer at Microsoft would probably not
thrive at Apple. Both are highly experienced and work hard. Both
may come highly recommended. However, each engineer does not
fit the culture of the other’s company. The goal is to hire those who
are passionate for your WHY, your purpose, cause or belief, and
who have the attitude that fits your culture. Once that is established,
only then should their skill set and experience be evaluated.
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buy, but if they weren’t able to connect on a level much deeper than
their ability, their survival would not have been a foregone
conclusion.
For years, Southwest didn’t have a complaints department— they
didn’t need one. Though Kelleher rightly talked about the need to
hire for attitude, the airline in fact deserves more credit for hiring
the good fits responsible for providing great service. Kelleher was
not the only one making the hiring decisions, and asking everyone
to simply trust their gut is too risky. Their genius came from
figuring out why some people were such good fits and then devel-
oping systems to find more of them.
In the 1970s, Southwest Airlines decided to put their flight at-
tendants in hot pants and go-go boots as part of their uniforms (hey,
it was the 1970s). It wasn’t their idea; Pacific Southwest, the
California-based airline after which Southwest modeled itself, did it
first, Southwest simply copied them. Unlike Pacific Southwest,
however, Southwest figured out something that would prove in-
valuable. They realized that when they recruited flight attendants,
the only people who applied for the job were cheerleaders and
majorettes. That’s because they were the only people who didn’t
mind wearing the new uniforms. Cheerleaders and majorettes,
however, fit in perfectly at Southwest. They didn’t just have a great
attitude, their whole disposition was about cheering people on.
Spreading optimism. Leading crowds to believe that “we can win.”
They were perfect fits at a company that was the champion of the
common man. Realizing this, Southwest started to recruit only
cheerleaders and majorettes.
Great companies don’t hire skilled people and motivate them,
they hire already motivated people and inspire them. People are
either motivated or they are not. Unless you give motivated people
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toward, they will motivate themselves to find a new job and you’ll
be stuck with whoever’s left.
Give ‘Em a Cathedral
Consider the story of two stonemasons. You walk up to the first
stonemason and ask, “Do you like your job?” He looks up at you and
replies, “I’ve been building this wall for as long as I can remember.
The work is monotonous. I work in the scorching hot sun all day.
The stones are heavy and lifting them day after day can be
backbreaking. I’m not even sure if this project will be completed in
my lifetime. But it’s a job. It pays the bills.” You thank him for his
time and walk on.
About thirty feet away, you walk up to a second stonemason.
You ask him the same question, “Do you like your job?” He looks up
and replies, “I love my job. I’m building a cathedral. Sure, I’ve been
working on this wall for as long as I can remember, and yes, the
work is sometimes monotonous. I work in the scorching hot sun all
day. The stones are heavy and lifting them day after day can be
backbreaking. I’m not even sure if this project will be completed in
my lifetime. But I’m building a cathedral.”
WHAT these two stonemasons are doing is exactly the same; the
difference is, one has a sense of purpose. He feels like he belongs.
He comes to work to be a part of something bigger than the job he’s
doing. Simply having a sense of WHY changes his entire view of his
job. It makes him more productive and certainly more loyal.
Whereas the first stonemason would probably take another job for
more pay, the inspired stonemason works longer hours and would
probably turn down an easier, higher-paying job to stay and be a
part of the higher cause. The second stonemason does not see him-
self as any more or less important than the guy making the stained
glass windows or even the architect. They are all working together
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that camaraderie and trust is what brings success. People working
together for a common cause.
Companies with a strong sense of WHY are able to inspire their
employees. Those employees are more productive and innovative,
and the feeling they bring to work attracts other people eager to
work there as well. It’s not such a stretch to see why the companies
that we love to do business with are also the best employers. When
people inside the company know WHY they come to work, people
outside the company are vastly more likely to understand WHY the
company is special. In these organizations, from the management on
down, no one sees themselves as any more or any less than anyone
else. They all need each other.
When Motivated by WHY, Success Just Happens
It was a turn-of-the-century version of the dot-com boom. The
promise of a revolutionary new technology was changing the way
people imagined the future. And there was a race to see who could
do it first. It was the end of the nineteenth century and the new
technology was the airplane. One of the best-known men in the field
was Samuel Pierpont Langley. Like many other inventors of his day,
he was attempting to build the world’s first heavier-than- air flying
machine. The goal was to be the first to achieve machine- powered,
controlled, manned flight. The good news was Langley had all the
right ingredients for the enormous task; he had, what most would
define as, the recipe for success.
Langley had achieved some renown within the academic com-
munity as an astronomer, which earned him high-ranking and
prestigious positions. He was secretary of the Smithsonian Institu-
tion. He had been an assistant in the Harvard College Observatory
and professor of mathematics at the United States Naval Academy.
Langley was very well connected. His friends included some of the
most powerful men in government and business, including Andrew

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Carnegie and Alexander Graham Bell. He was also extremely well
funded. The War Department, the precursor the Department of
Defense, had given him $50,000 for the project, a lot of money in
those days. Money was no object.
Langley assembled some of the best and brightest minds of the
day. His dream team included test pilot Charles Manly, a brilliant
Cornell-trained mechanical engineer, and Stephan Balzer, the de-
veloper of the first car in New York. Langley and his team used the
finest materials. The market conditions were perfect and his PR was
great. The New York Times followed him around everywhere.
Everyone knew Langley and was rooting for his success.
But there was a problem.
Langley had a bold goal, but he didn’t have a clear sense of
WHY. His purpose for wanting to build the plane was defined in
terms of WHAT he was doing and WHAT he could get. He had had
a passion for aeronautics since a very young age, but he did not
have a cause to champion. More than anything else, Langley
wanted to be first. He wanted to be rich and he wanted to be
famous. That was his driving motivation.
Although already well regarded in his own field, he craved the
kind of fame of a Thomas Edison or Alexander Graham Bell, the
kind that comes only with inventing something big. Langley saw
the airplane as his ticket to fame and fortune. He was smart and
motivated. He had what we still assume is the recipe for success:
plenty of cash, the best people and ideal market conditions. But few
of us have ever heard of Samuel Pierpont Langley.
A few hundred miles away in Dayton, Ohio, Orville and Wilbur
Wright were also building a flying machine. Unlike Langley, the
Wright brothers did not have the recipe for success. Worse, they
seemed to have the recipe for failure. There was no funding for their
venture. No government grants. No high-level connections. The
Wright brothers funded their dream with the proceeds from their

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bicycle shop. Not a single person working on the team, including
Orville and Wilbur, had a college education; some did not even fin-
ish high school. What the Wright brothers were doing wasn’t any
different from Langley or all the others trying to build a flying ma-
chine. But the Wright brothers did have something very special.
They had a dream. They knew WHY it was important to build this
thing. They believed that if they could figure out this flying ma-
chine, it would change the world. They imagined the benefits to
everyone else if they were successful.
“Wilbur and Orville were true scientists, deeply and genuinely
concerned about the physical problem they were trying to solve—
the problem of balance and flight,” said James Tobin, the Wright
brothers’ biographer. Langley, on the other hand, was consumed
with acquiring the level of prestige of his associates like Alexander
Graham Bell, fame that he knew would come only with a major sci-
entific breakthrough. Langley, Tobin said, “did not have the
Wrights’ passion for flight, but rather was looking for achievement.”
Orville and Wilbur preached what they believed and inspired
others in the community to join them in their cause. The proof of
their commitment was self-evident. With failure after failure, most
would have given up, but not the Wright brothers’ team. The team
was so inspired that no matter how many setbacks they suffered
they would show up for more. Every time the Wright brothers went
out to make a test flight, so the stories go, they would take five sets
of parts with them, because they knew that’s how many times they
were likely to fail before deciding to come home for the day.
Then it happened. On December 17, 1903, on a field in Kitty
Hawk, North Carolina, the Wright brothers took to the sky. A fifty-
nine-second flight at an altitude of 120 feet at the speed of a jog was
all it took to usher in a new technology that would change the
world.

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Remarkable as the achievement was, it went relatively
unnoticed. The New York Times was not there to cover the story.
Driven by something bigger than fame and glory, the Wright
brothers were content to wait to tell the world. They understood its
true significance to the world.
What Langley and the Wright brothers were trying to create was
exactly the same; both were building the same product. Both the
Wright brothers and Langley were highly motivated. Both had a
strong work ethic. Both had keen scientific minds. What the Wright
brothers’ team had that Langley did wasn’t luck. It was inspiration.
One was motivated by the prospect of fame and wealth, the other by
a belief. The Wright brothers excited the human spirit of those
around them. Langley paid for talent to help him get rich and
famous. The Wright brothers started with WHY. Further proof
Langley was motivated by WHAT, a few days after Orville and Wil-
bur took flight, Langley quit. He got out of the business. He could
have said, “That’s amazing, now I’m going to improve upon their
technology.” But he didn’t. He found the defeat humiliating—his
own test flight had landed in the Potomac River, and the newspa-
pers all made fun of him. He cared so much about what others
thought of him, he was so preoccupied with becoming famous. He
wasn’t first, so he simply quit.
Innovation Happens at the Edges
Dream teams are not always so dreamy. When a team of experts
comes together they often work for themselves and not for the good
of the whole. This is what happens when companies feel the need to
pay mega-salaries to “get the best talent.” Those people are not
necessarily showing up because they believe in your WHY, they are
showing up for the money. A classic manipulation. Paying someone
a lot of money and asking them to come up with great ideas ensures
very little. However, pulling together a team of like- minded people

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and giving them a cause to pursue ensures a greater sense of
teamwork and camaraderie. Langley pulled together a dream team
and promised them riches. The Wright brothers inspired a group of
people to join them in pursuit of something bigger than each
member of the team. Average companies give their people
something to work on. In contrast, the most innovative or-
ganizations give their people something to work toward.
The role of a leader is not to come up with all the great ideas. The
role of a leader is to create an environment in which great ideas can
happen. It is the people inside the company, those on the front lines,
who are best qualified to find new ways of doing things. The people
who answer the phones and talk to customers, for example, can tell
you more about the kinds of questions they get than can anyone
sitting in an executive suite miles away. If the people inside a
company are told to come to work and just do their job, that’s all
they will do. If they are constantly reminded WHY the company
was founded and told to always look for ways to bring that cause to
life while performing their job, however, then they will do more
than their job.
Steve Jobs, for example, did not personally come up with the iPod or
iTunes or the iPhone. Others inside the company did. Jobs gave
people a filter, a context, a higher purpose around which to
innovate: find existing status-quo industries, those in which com-
panies fight to protect their old-fashioned business models, and
challenge them. This is WHY Apple was founded, it is what Jobs
and Wozniak did when they started the company, and it is what
Apple’s people and products have done ever since. It’s a repeating
pattern. Apple’s employees simply look for ways to bring their cause
to life in as many places as they can. And it works.
It is not the same at many other companies. Companies that
define themselves by WHAT they do instead of WHY they do it
instruct their people to be innovative around a product or service.

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“Make it better,” they are instructed. Those who work for Apple’s
competitors, companies that have defined themselves as “computer
manufacturers,” come to work to develop “more innovative” com-
puters. The best they can do is add more RAM, add a feature or two,
or, as one PC maker has done, give people the option to customize
the color of their computer casing. This hardly qualifies as an idea
with the potential to change the course of an industry. A nice
feature, for sure, but not innovation. If you are curious as to how
Colgate finds itself with thirty-two different types of toothpaste
today, it is because every day its people come to work to develop a
better toothpaste and not, for example, to look for ways to help
people feel more confident about themselves.
Apple does not have a lock on good ideas; there are smart, in-
novative thinkers at most companies. But great companies give their
people a purpose or challenge around which to develop ideas rather
than simply instruct them to make a better mousetrap. Companies
that study their competitors in hopes of adding the features and
benefits that will make their products “better” are only working to
entrench the company in WHAT it does. Companies with a clear
sense of WHY tend to ignore their competition, whereas those with
a fuzzy sense of WHY are obsessed with what others are doing.
The ability of a company to innovate is not just useful for de-
veloping new ideas, it is invaluable for navigating struggle. When
people come to work with a higher sense of purpose, they find it
easier to weather hard times or even to find opportunity in those
hard times. People who come to work with a clear sense of WHY are
less prone to giving up after a few failures because they understand
the higher cause. Thomas Edison, a man definitely driven by a
higher cause, said, “I didn’t find a way to make a light bulb, I found
a thousand ways how not to make one.”
Southwest Airlines is famous for pioneering the ten-minute
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minutes. This ability helps an airline make more money, because the
more the planes are in the sky, the better the company is doing.
What few people realize is that this innovation was born out of
struggle. In 1971, Southwest was running low on cash and needed to
sell one of their aircraft to stay in business. This left them with three
planes to fly a schedule that required four. They had two choices:
they could scale back their operations, or they could figure out how
to turn their planes around in ten minutes. And thus was born the
ten-minute turnaround.
Whereas most other airline employees would have simply said it
couldn’t be done, Southwest’s people rallied to figure out how to
perform the unprecedented and seemingly impossible task. Today,
their innovation is still paying dividends. Because of increased
airport congestion and larger planes and cargo loads, Southwest
now takes about twenty-five minutes to turn their planes around.
However, if they were to try to keep the same schedule but add
even five minutes to the turnaround time, they would need an
additional eighteen planes in their fleet at a cost of nearly a billion
dollars.
Southwest’s remarkable ability to solve problems, Apple’s re-
markable knack for innovation and the Wright brothers’ ability to
develop a technology with the team they had were all possible for
the same reason: they believed they could and they trusted their
people to do it.
The Definition of Trust
Founded by Sir Francis Baring in 1762, Barings Bank was the oldest
merchant bank in England. The bank, which survived the Napole-
onic Wars, World War I and World War II, was unable to survive
the predilection for risk of one self-proclaimed rogue trader. Nick
Leeson single-handedly brought down Barings Bank in 1995 by
performing some unauthorized, extremely high-risk trades. Had the
proverbial winds continued to blow in the right direction, Leeson

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would have made himself and the bank extremely rich and he
would have been hailed as a hero.
But such is the nature of unpredictable things like the weather
and financial markets. Few dispute that what Leeson was doing was
anything more than gambling. And gambling is very different from
calculated risk. Calculated risk accepts that there can be great loses,
but steps are taken to either guard against or respond to an unlikely
but possible outcome. Even though an emergency landing on water
is “unlikely,” as the airlines tell us, they still provide us lifejackets.
And if only for peace of mind, we’re glad they do. To do otherwise
is a gamble few airlines would be willing to take, even though the
actuarial tables are heavily weighted on their side.
Leeson strangely held two positions at Barings, ostensibly serv-
ing as both a trader and his own supervisor, but that fact is not
interesting given the subject matter. That one man had such a tol-
erance for risk that he could create so much damage is not very
interesting either. Both of those are short-term factors. Both would
have ended if Leeson had either left the company or changed jobs,
or if Barings had assigned a new supervisor to oversee his opera-
tions. What is more interesting is the culture at the bank that could
allow these conditions to exist in the first place. Barings had lost its
WHY.
The culture at Barings was no longer one in which people came
to work inspired. Motivated, yes, but not inspired. Manipulated by
the promise of massive payouts for performance, for sure, but not
inspired to work in the best interest of the whole. As Leeson re-
ported in his own account of how he got away with such risky be-
havior for so long, he said it was not that others didn’t recognize
that what he was doing was potentially dangerous. It was worse
than that. There was a stigma against speaking out. “People at the
London end of Barings,” Leeson explained, “were all so know-all
that nobody dared ask a stupid question in case they looked silly in

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front of everyone else.” The lack of a clear set of values and beliefs,
along with the weak culture that resulted, created the conditions for
an every-man-for-himself environment, the long-term impact of
which could yield little else than disaster. This is caveman stuff. If
the people aren’t looking out for the community, then the benefits of
a community erode. Many companies have star employees and star
salesmen and so on, but few have a culture that produces great
people as a rule and not an exception.
Trust is a remarkable thing. Trust allows us to rely on others. We
rely on those we trust for advice to help us make decisions. Trust is
the bedrock for the advancement of our own lives, our families, our
companies, our societies and our species. We trust those in our
community to care for our children so we can go out to dinner.
Given the choice between two babysitters, we’re more likely to trust
a babysitter with a little experience from the neighborhood than one
with lots of experience from far away. We wouldn’t trust someone
from the outside because we don’t know anything about them, we
say. The reality is, we don’t know anything about the local
babysitter either, beyond the fact that she’s from the neighborhood.
In this case, we trust familiarity over experience with something
quite important—the safety of our children. We trust that someone
who lives in the community and more likely shares our values and
beliefs is better qualified to care for the most valuable thing in our
lives over someone with a long resume but from an unfamiliar
place. That’s pretty remarkable. It causes some pause when we con-
sider how we hire people: what’s more important, their resume and
experience, or whether they will fit our community? Our children
are probably more important than the position we want to fill at the
organization, yet we seem to exercise a very different standard.
Is there a false assumption at play here as to who makes the best
employee?

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Historically, trust has played a bigger role in advancing compa-
nies and societies than skill set alone. Like the couple leaving their
children while they go out on a date for the evening, groups from
within a society would go off with confidence, knowing that their
homes and families would be safe upon their return. If there were
no trust, then no one would take risks. No risks would mean no
exploration, no experimentation and no advancement of the society
as a whole. That’s a remarkable concept: only when individuals can
trust the culture or organization will they take personal risks in
order to advance that culture or organization as a whole. For no
other reason than, in the end, it’s good for their own personal health
and survival.
No matter how experienced, no matter how proficient, a trapeze
artist will not attempt a totally new death-defying leap without first
trying it with a net below him. And depending on how death-
defying the trick is, he may insist on always having a net when per-
forming the trick. Besides its obvious advantage of catching you if
you fall, the net also provides a psychological benefit. Knowing it is
there gives the trapeze artist the confidence to try something he’s
never done before, or to do it again and again. Remove the net and
he will only do the safe tricks, the ones he knows he can land. The
more he trusts the quality of the net, the more he will take personal
risks to make his act better. The trust the circus management gives
him by providing him a net is probably afforded to other performers
too. Soon all the performers will feel confident to try new things and
push themselves further. That collection of personal confidence and
personal risk results in the entire circus putting on a much better
show. An overall better show means more customers. And the
system thrives. But not without trust. For those within a community,
or an organization, they must trust that their leaders provide a net—
practical or emotional. With that feeling of support, those in the

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organization are more likely to put in extra effort that ultimately
benefits the group as a whole.
I will admit that there are always those who will take the risk, for
the first time or repeatedly, without the net. There will always be
those who will explore regardless of who is home holding down the
fort. These people sometimes earn their rightful spots as the
innovators. The ones who pushed further, the ones who did things
no one else would do. Some of them may advance a business or
even society. And some of them end up dead before they achieve
anything.
There is big a difference between jumping out of a plane with a
parachute on and jumping without one. Both produce extraordinary
experiences, but only one increases the likelihood of being able to
try again another time. A trapeze artist with a personality
predisposed to taking extraordinary risks without a net may be the
star attraction in an otherwise mediocre show. But if he dies or
leaves for another circus, then what? This is the paradigm in which
someone is motivated by self-gain regardless of the consequences or
the benefits to the organization for which he or she works. In such a
case, the effort may be good for the individual and it may be good
for the group, but the benefits, especially for the group, come with a
time limit. Over time, this system will break down, often to the
detriment of the organization. Developing trust to encourage people
other than those with a predilection for risk, like Nick Leeson, is a
better long-term strategy.
Great organizations become great because the people inside the
organization feel protected. The strong sense of culture creates a
sense of belonging and acts like a net. People come to work know-
ing that their bosses, colleagues and the organization as a whole
will look out for them. This results in reciprocal behavior. Indi-
vidual decisions, efforts and behaviors that support, benefit and
protect the long-term interest of the organization as a whole.

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Southwest Airlines, a company renowned for its customer focus,
does not, as a matter of policy, believe the customer is always right.
Southwest will not tolerate customers who abuse their staff. They
would rather those customers fly on a different airline. It’s a subtle
irony that one of the best customer service companies in the country
focuses on its employees before its customers. The trust between the
management and the employees, not dogma, is what produces the
great customer service. It is a prerequisite, then, for someone to
trust the culture in which they work to share the values and beliefs
of that culture. Without it, that employee, for example, is simply a
bad fit and likely to work only for self-gain without consideration
for the greater good. But if those inside the organization are a good
fit, the opportunity to “go the extra mile,” to explore, to invent, to
innovate, to advance and, more importantly, to do so again and
again and again, increases dramatically. Only with mutual trust can
an organization become great.
Real Trust Comes from the Things You Can’t See
“Rambo 2,” said the voice over Brigadier General Jumper’s radio,
referring to him by his call sign. “Your group 180, twenty-five miles,
closing fast.”
“Barnyard radar contact,” replied Rambo 2, reporting that he had
picked up the enemy group on his own radar. A one-star general,
John Jumper was an experienced F-15 pilot with thousands of hours
of flight time and over a thousand combat hours. By all measures,
he was one of the best. Born in Paris, Texas, he had enjoyed a
distinguished career. He’d flown just about everything the U.S. Air
Force had, from cargo planes to fighter jets. Decorated and
distinguished, the commander of his own combat wing, he was the
embodiment of what it meant to be a fighter pilot. Smart and
confident.

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But on that day, Jumper’s reaction didn’t match the situation he
faced. By twenty-five miles, he would have been expected to fire his
weapons or take some other offensive movement. Fearing that
Jumper was locked onto the wrong contact on his radar, Captain
Lori Robinson calmly repeated what she could see from miles away:
“Rambo 2 confirm radar contact YOUR group now 190 twenty
miles.”
As the air weapons controller who was watching the action on
her radar screen from a nearby command-and-control center, it was
Lori Robinson’s job to direct the pilot toward enemy aircraft so that
he could use his weapons to intercept and destroy them. Unlike an
air traffic controller, whose job it is to keep air traffic apart, the
weapons controller has to bring the planes closer together. From the
vantage point of the radar screen, only the weapons controller has
the big picture, as the pilot’s onboard navigation system shows only
what’s directly in front of the aircraft.
Captain Robinson saw her job as something bigger, however,
than just staring at radar, something more profound than just being
the eyes and ears for the pilots who were hurtling into harm’s way
at 1,500 mph. Captain Robinson knew WHY her job was important.
She saw herself as responsible for clearing a path for the pilots in
her care so that they could do what they needed to do, so they could
push themselves and their aircraft further with greater confidence.
And for this reason, she was unusually good at her job. Robinson
couldn’t make mistakes. If she did, she would lose the trust of her
pilots and, worse, they would lose trust in themselves. You see, it’s
confidence that makes fighter pilots so good at their jobs.
And then it happened. Captain Robinson could tell from the
calm of Jumper’s voice over the radio that he was unaware of the
threat coming at him. On a cloudless day, 20,000 feet over the desert,
the alarm screeched in Rambo 2’s $25 million, state-of-the-art fighter
jet. He looked up from his radar screen and saw the enemy

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engaging him. “BREAK RIGHT! BREAK RIGHT!” he screamed into
his radio. On October 9, 1988, Brigadier General John R Jumper was
killed.
Captain Robinson waited. There was an eerie calm. Before too
long, Jumper stormed into the debriefing room at Nellis Air Force
Base. “You got me killed!” he barked at Captain Robinson. Situated
in the Nevada desert, Nellis is home to the Air Force Fighter Weap-
ons School, and on that day, General John Jumper took a direct hit
from a simulated missile from another U.S. Air Force jet playing the
part of an enemy combatant.
“Sir, it was not my fault,” Captain Robinson replied calmly.
“Check the video. You’ll see.” General Jumper, then the 57th Wing
commander, a graduate of the USAF Fighter Weapons School, and a
former instructor at Nellis, routinely evaluated every detail of every
training mission he flew. Pilots often relied on the video to learn
from their exercises. The video didn’t lie. And it didn’t on that day
either. It revealed that the error was indeed his, not Captain
Robinson’s. It was a classic blunder. He had forgotten he was part of
a team. He had forgotten that what made him so good at his job was
not just his ability. Jumper was one of the best because there were
others who were looking out for him. A massive infrastructure of
people he couldn’t see.
Without question General Jumper had been given the best
equipment, the best technology and the best training that money
could buy. But it was the mechanics, the teachers, his fellow pilots,
the culture of the Air Force and Captain Robinson who ensured that
he could trust himself to get the job done. General Jumper forgot
WHY he was so good and made a split-second decision that cost
him his life. But this is what training is for, to learn these lessons.
Some sixteen years after his lesson over the Nevada desert,
General Jumper went on to big things. Now a retired four-star
general, he served as chief of staff of the U.S. Air Force from 2001 to

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2005, the highest-ranking uniformed office in the entire Air Force,
responsible for the organization, training and equipping of nearly
700,000 active-duty, guard, reserve and civilian forces serving in the
United States and overseas. As a member of the Joint Chiefs of Staff,
he, along with the other service chiefs, advised the secretary of
defense, the National Security Council and the president.
This is not, however, a story about General Jumper. It is a story
about Lori Robinson. Now herself a brigadier general in the Air
Force, she no longer has her face down a scope. There are no more
bogeys and bandits, the Air Force’s nicknames for the good guys
and the bad guys, in her life. Even though her job has changed,
General Robinson still starts every day by reminding herself WHY
she came to work.
As much as she misses “her kids,” as she called those who served
under her command, General Robinson is still looking for ways she
can clear a path for others so that they can push themselves and the
organization further. “The time to think of yourself is done, it is not
about you, it is about the lieutenants behind you,” she’d remind her
students when she was an instructor at the Fighter Weapons School.
“If enough of us do this,” she goes on, referring to WHY she does
what she does, “then we leave this military and this country in better
shape than we found it. And isn’t that the point?” And it is that sense
of purpose, a clear idea of WHY she comes to work, that has been
the cornerstone of General Robinson’s success. And that,
incidentally, has been remarkable.
Working hard to clear a path for others so that they can confi-
dently go on to do bigger and better things has in turn inspired
others to clear a path for General Robinson to do exactly the same
thing. As a woman in the very masculine world of the military, she
sets an example for how to lead. Great leadership is not about flex-
ing and intimidation; great leaders, as General Robinson proves,

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lead with WHY. They embody a sense of purpose that inspires those
around them.
General Robinson was so trusted as a weapons controller that it
was not unusual for pilots in training to request that she be assigned
to them. “The greatest compliment I ever got was when people
would say, ‘When I go to war, I want Lori on the radio,'” she says.
She is the first woman in the history of the Air Force to command
the 552nd Air Control Wing out of Tinker Air Force Base, one of the
largest wings in Air Combat Command (the wing that flies the
AWACS airborne control aircraft—the fleet of Boeing 707s with the
huge rotating radar dishes on top). She is the first commander of a
combat wing ever who didn’t come up through the pilot ranks. She
was the first female Weapons School instructor to teach at the Air
Force Fighter Weapons School, where the Air Force trains all its top
guns. There, she became the most celebrated teacher in the ranks—
winning best teacher seven classes in a row. She is the first female
director of the Secretary of the Air Force and Chief of Staff of the Air
Force Executive Action Group. In 2000, the chairman of the Joint
Chiefs of Staff said of General Robinson, at the time still a captain,
that she singularly influenced his ideas on airpower. And the list
goes on.
By any measure, General Lori Robinson is a remarkable leader.
Some in management positions operate as if they are in a tree of
monkeys. They make sure that everyone at the top of the tree look-
ing down sees only smiles. But all too often, those at the bottom
looking up see only asses. Great leaders like General Robinson are
respected by those both above and below. Those in her command
trust her implicitly because they know she’s committed to looking
after them. “There’s nothing you can do that I can’t fix,” she was
often heard telling students at Fighter Weapons School. And those
to whom she reports show remarkable deference to her. “I don’t
know how she gets away with half the stuff she does,” say those

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who know her. More importantly, it is said with a grin and with
respect. General Robinson’s ability to lead developed not because
she’s the smartest or the nicest. She’s a great leader because she
understands that earning the trust of an organization doesn’t come
from setting out to impress everyone, it comes from setting out to
serve those who serve her. It is the invisible trust that gives a leader
the following they need to get things done. And in Lori Robinson’s
case, things get done.
I use the military because it exaggerates the point. Trust matters.
Trust comes from being a part of a culture or organization with a
common set of values and beliefs. Trust is maintained when the val-
ues and beliefs are actively managed. If companies do not actively
work to keep their Golden Circle in balance—clarity, discipline and
consistency—then trust starts to break down. A company, indeed
any organization, must work actively to remind everyone WHY the
company exists. WHY it was founded in the first place. What it
believes. They need to hold everyone in the company accountable to
the values and guiding principles. It’s not enough to just write them
on the wall—that’s passive. Bonuses and incentives must revolve
around them. The company must serve those whom they wish to
serve it.
With balance, those who are good fits can trust that everyone is
on board for the same reasons. It’s also the only way that each
individual in the system can trust that others are acting to “leave the
organization in a better way than we found it,” to quote General
Robinson again. This is the root of passion. Passion comes from
feeling like you are a part of something that you believe in, some-
thing bigger than yourself. If people do not trust that a company is
organized to advance the WHY, then the passion is diluted. Without
managed trust, people will show up to do their jobs and they will
worry primarily about themselves. This is the root of office
politics—people acting within the system for self-gain often at the

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expense of others, even the company. If a company doesn’t manage
trust, then those working for it will not trust the company, and self-
interest becomes the overwhelming motivation. This may be good
for the short term, but over time the organization will get weaker
and weaker.
Herb Kelleher, the visionary behind Southwest Airlines, under-
stood this better than most. He recognized that to get the best out
his employees he needed to create an environment in which they felt
like the company cared about them. He knew that they would
naturally excel if they felt the work they did made a difference.
When a journalist asked Kelleher who comes first to him, his share-
holders or his employees, his response was heresy at the time (and
to a large degree still is). “Well, that’s easy,” he said, “employees
come first and if employees are treated right, they treat the outside
world right, the outside world uses the company’s product again,
and that makes the shareholders happy. That really is the way that it
works and it’s not a conundrum at all.”

The influence of Others
Whom do you trust more, someone you know or someone you
don’t know? What do you trust more, a claim made in a piece of
advertising or a recommendation from a friend? Whom do you trust
more, the waiter who tells you, “Everything on the menu is great,”
or the waiter who tells you to avoid the chicken casserole? Are these
questions too easy? Then how about this one: why should anyone
trust you?
Personal recommendations go a long way. We trust the judg-
ment of others. It’s part of the fabric of strong cultures. But we don’t
trust the judgment of just anyone. We are more likely to trust those
who share our values and beliefs. When we believe someone has
our best interest in mind because it is in their benefit to do so, the
whole group benefits. The advancements of societies were based a

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great deal on the trust between those with a common set of values
and beliefs.
The feeling of trust is lodged squarely in the same place as the
WHY—the limbic brain—and it’s often powerful enough to trump
empirical research, or at least seed doubt. This is the reason why so
many manipulations are effective; we believe that, for better or
worse, others know more than we do. Clearly, four out of five den-
tists know more than us when choosing chewing gum (but what
about the one holdout . . . what did he know that the others didn’t?).
Of course we trust the celebrity endorsement. Those celebs are rich
and can use any product they want. It must be good if they are
putting their reputation on the line to promote it, right?
You probably answered that question in your head already.
Clearly they are endorsing the product because they are getting
paid to. But if celebrity endorsements didn’t work, companies
wouldn’t use them. Or perhaps it’s the fear that they “might” work
that fuels the million-dollar wink and a smile that encourages us to
choose one car over another or one lipstick over another. The fact is,
none of us is immune to the effect of someone we know or feel like
we trust influencing our decisions.
Celebrity endorsements are used with this concept in mind. By
using a recognizable face or name, so the assumption goes, people
will more likely trust the claims being made. The flaw in this
assumption is that celebrity status alone may work to influence
behavior, but at this level it’s just peer pressure. For it to work, the
celebrity needs to represent some clear cause or belief. An athlete
known for her work ethic may have some value to a company with
the same belief, for example. Or an actor known for his charitable
work would be good fit for a company known for doing good. In
these cases, it is clear that both the company and the celebrity are
working together to advance the same cause. I recently saw an ad
for TD Ameritrade that featured morning show hosts Regis Philbin

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and Kelly Ripa. I’m still trying to figure out the cause that two talk
show hosts represent and how that matters when it comes to
choosing one bank over another. When a company says that a
celebrity represents “the kind of qualities we want our customers to
associate with us,” they miss the point. The celebrity is another
WHAT to the company’s WHY. The celebrity must embody the
qualities that already exist at the company. Without clarity of WHY
first, any benefit will amount to simply increasing recognition.
So many decisions (and indeed contract negotiations) are based
on an advertising industry measurement called a Q-score—a
quotient of how well recognized a celebrity is, how famous they are,
so to speak. The higher the score, the better the unaided awareness
of the celebrity. This information alone is not enough. The clearer
the spokesperson’s own WHY is understood, the better ambassador
they can be for a like-minded brand or company. But there is no
measurement of a celebrity’s WHY currently available, so the result
is obvious. The value of too many celebrity endorsements is the
celebrity appeal alone. Unless the audience to which you are trying
to appeal gets a sense of what that spokesperson believes, unless
that spokesperson is “one of us,” the enforcement may drive recog-
nition, it may even drive sales for the short term, but it will fail to
build trust.
A trusted recommendation is powerful enough to trump facts
and figures and even multimillion-dollar marketing budgets. Think
of the young father who wants to do everything right for his new-
born child. He decides he’s going to get a new car—something safe,
something to protect his child. He spends a week reading all the
magazines and reports, he’s seen all the advertising and decides that
on Saturday he’s buying a Volvo. The facts are in and his mind is
made up. Friday night he and his wife head to a dinner party.
Standing by the punch bowl is their friend the local car enthusiast.
Our intrepid new father walks up to his friend and proudly

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125
announces that, as a new father, he’s decided to buy a Volvo. With-
out a thought his friend replies, “Why would you do that? Mercedes
is the safest car on the road. If you care about your kid, you’ll get a
Mercedes.”
Playing on his desires to be a good father, but also trusting his
friend’s opinion, one of three things will happen. Our young father
will either change his mind and buy a Mercedes; he will go forward
with his original decision, but not without some doubt about
whether he’s indeed doing the right thing; or he will go back to the
drawing board to redo all his research in order to reassure himself
of his decision. No matter how much rational information he has at
his fingertips, unless that decision also feels right, stress will go up
and confidence will go down. However you slice it, the opinions of
others matter. And the opinions of those we trust matter most.
The question isn’t how should car companies talk to the father
who bought the car. The question isn’t even how they court the
highly influential opinion of his friend, the car guy. The concept of
buyer and influencers isn’t a new one. The question is, how do you
get enough of the influencers to talk about you so that you can make
the system tip?

126

127
7

HOW A TIPPING POINT TIPS
If I told you I knew of a company that invented an amazing new
technology that will change the way we consume TV, would that
pique your interest? Perhaps you’d be interested in buying their
product or investing in their company. It gets better. They have the
single best product available. Their quality is through the roof, way
better than anything else on the market. And their PR efforts have so
been remarkable, they’ve even become a household name.
Interested?
This is the case of TiVo. A company that seemed to have every-
thing going for them but turned out to be a commercial and finan-
cial failure. Since they seemed to have the recipe for success, TiVo’s
flop defied conventional wisdom. Their struggles, however, are eas-
ily understood if you consider that they thought WHAT they did

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128
mattered more than WHY. They also ignored the Law of Diffusion
of Innovations.
In 2000, Malcolm Gladwell created his own tipping point when
he shared with us how tipping points happen in business and in so-
ciety. In his aptly named book The Tipping Point, Gladwell identifies
groups of necessary populations he calls connectors and influencers.
With little doubt Gladwell’s ideas are spot-on. But it still begs the
question, why should an influencer tell anyone about you?
Marketers are always trying to influence the influencers, but few
really know how. We can’t dispute that tipping points happen and
the conditions that Gladwell articulates are right, but can a tipping
point happen intentionally? They can’t just be an accidental
phenomenon. If they exist, then we should be able to design one,
and if we can design one, we should be able to design one that lasts
beyond the initial tip. It’s the difference between a fad and an idea
that changes an industry or society forever.
In his 1962 book Diffusion of Innovations, Everett M. Rogers was
the first to formally describe how innovations spread through so-
ciety. Thirty years later, in his book Crossing the Chasm, Geoffrey
Moore expanded on Rogers’s ideas to apply the principle to high-
tech product marketing. But the Law of Diffusion of Innovations
explains much more than just the spread of innovation or technol-
ogy. It explains the spread of ideas.
If you don’t know the law, you’re likely already familiar with
some of its terminology. Our population is broken into five seg-
ments that fall across a bell curve: innovators, early adoptors, early
majority, late majority and laggards.

HOW A TIPPING POINT TIPS
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As the law states, the first 2.5 percent of the population are the
innovators, and the next 13.5 percent are early adopters. Innovators,
Moore says, pursue new products or ideas aggressively and are
intrigued by any fundamental advance; being first is a central part
of their lives. As their name suggests, innovators are the small per-
centage of the population that challenges the rest of us to see and !
think of the world a little differently.
Early adopters are similar to innovators in that they appreciate
the advantages wrought by new ideas or technologies. They are
early to recognize the value of new ideas and are quite willing to
put up with imperfection because they can see the potential. Al-
though quick to see the potential and willing to take risks to try new
technologies or ideas, early adopters are not idea generators like the
innovators. But both groups are similar, as Moore says, in that they
rely heavily on their intuition. They trust their gut.
Early adopters, like innovators but to a lesser degree, are willing
to pay a premium or suffer some level of inconvenience to own a
product or espouse an idea that feels right. Those on the left side of
the diffusion curve are the ones who stood in line for six hours to be
among the first to buy the iPhone, Apple’s entry into the mobile
phone market, even though they could have walked into a store a
week later and bought one without waiting. Their willingness to
suffer an inconvenience or pay a premium had less to do with how

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great the product was and more to do with their own sense of who
they are. They wanted to be the first.
These are also the personality types who bought flat-screen TVs
when they first came out even though they cost upwards of $40,000
and the technology was still far from perfect. My friend Nathan fits
this profile. I walked around his house once and counted no fewer
than twelve Bluetooth earpieces for his mobile phone lying around
his house. I asked him why he had so many. “Did they all break?” I
queried. “No,” he replied, “they came out with a new one.” (There
were also about five laptops, various models of BlackBerry smart
phones and boxes of other gadgets lying about that never quite
worked that well.) Nathan is an early adopter.
The next 34 percent of the population are the early majority, fol-
lowed by the late majority, and finally the laggards on the far right
side of the spectrum. Laggards are the ones who buy touchtone
phones only because they don’t make rotary phones anymore. The
early and late majority are more practical-minded. For them,
rational factors matter more. The early majority is slightly more
comfortable with new ideas or technologies, while the late majority
is not.
The farther right you go on the curve, the more you will en-
counter the clients and customers who may need what you have,
but don’t necessarily believe what you believe. As clients, they are
the ones for whom, no matter how hard you work, it’s never
enough. Everything usually boils down to price with them. They are
rarely loyal. They rarely give referrals and sometimes you may even
wonder out loud why you still do business with them. “They just
don’t get it,” our gut tells us. The importance of identifying this
group is so that you can avoid doing business with them. Why
invest good money and energy to go after people who, at the end of
the day, will do business with you anyway if you meet their
practical requirements but will never be loyal if you don’t? It’s not

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too hard to recognize where people fall on the spectrum once you’re
in a relationship with them; the opportunity is to figure out which is
which before you decide to work with them.
We all sit at different places on this spectrum depending on the
product or idea. Most of us are fiercely loyal to certain products and
ideas at various times and demonstrate left-side-of-the-curve
behavior. And for other products or ideas we exhibit right-side-of-
the-curve behavior. When we sit on one side of the spectrum, we
often have a hard time understanding those on the other side be-
cause their behavior doesn’t make sense to us. My sister is an early
adopter when it comes to fashion trends, whereas I’m firmly in the
late majority. It was only recently that I finally caved and bought a
pair of overpriced designer blue jeans. I admit they look good, but I
still think they aren’t worth the money and I can’t understand why
my sister thinks they are.
In contrast, I’m an early adopter for some technologies. I bought
a Blue-ray DVD player before they had perfected the technology. I
paid about four or five times more for it compared to a regular DVD
player. My sister can’t understand why I waste my money on all
that “useless stuff,” as she puts it. We will never see eye to eye on
this stuff.
Each of us assigns different values to different things and our
behaviors follow accordingly. This is one of the major reasons why
it is nearly impossible to “convince” someone of the value of your
products or ideas based on rational arguments and tangible bene-
fits. It’s the old Ferrari and Honda Odyssey debate again. Designer
jean companies (or my sister) can talk to me until they are blue in
the face about the importance of fabric quality, design and
workmanship—it goes in one ear and out the other. Similarly, it can
be proven, beyond a shadow of doubt, the rational benefits of
choosing a $500 DVD player over a $100 one; my sister won’t hear a
word of it. And so the game of manipulation ensues. Again, al-

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though always effective, manipulations don’t breed loyalty and they
increase costs and stress for all parties involved.
Most people or organizations that have something to sell, be it a
product, service or idea, hope to achieve some level of mass- market
success or acceptance. Most hope to penetrate the bell of the curve.
Getting there, however, is easier said than done. When you ask
small businesses about their goals, many of them will tell you they
want to be a billion-dollar business in X number of years. The odds
of that happening, unfortunately, don’t look good. Of the 27 million
businesses registered in the United States, fewer than 2,000 ever
reach a billion dollars in annual revenues. And 99.9 percent of all
businesses in America have fewer than 500 employees. In other
words, mass-market success is really hard to achieve.
Big companies have similar challenges repeating their mass-
market success. Just because they’ve done it once or twice doesn’t
mean they know how to do it every time. The Zune, Microsoft’s
entry into the multigigabyte mp3 player market, for example, was
pegged to “take on the iPod.” It didn’t happen. Even if the quality is
superior, there is more to succeeding than just the product and the
marketing. Don’t forget, the superior Betamax technology did not
beat out the substandard VHS technology as the standard format for
videotape in the 1980s. The best does not always win. Like any
natural law, the Law of Diffusion must be considered if mass-
market acceptance is important to you. Refusal to do so will cost a
lot of money and may result in a mediocre success, if not complete
failure.
There is an irony to mass-market success, as it turns out. It’s near
impossible to achieve if you point your marketing and resources to
the middle of the bell, if you attempt to woo those who represent
the middle of the curve without first appealing to the early adopters.
It can be done, but at massive expense. This is because the early
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else has tried it first. The early majority, indeed the entire majority,
need the recommendation of someone else who has already
sampled the product or service. They need to know someone else has
tested it. They need that trusted, personal recommendation.
According to the Law of Diffusion, mass-market success can only
be achieved after you penetrate between 15 percent to 18 percent of
the market. That’s because the early majority won’t try something
new until someone else has tried it first. This is why we have to
drop our price or offer value-added services. We’re attempting to
reduce the risk tolerance of these practical-minded people until they
feel comfortable to buy. That’s what a manipulation is. They may
buy, but they won’t be loyal. Don’t forget, loyalty is when people are
willing to suffer some inconvenience or pay a premium to do
business with you. They may even turn down a better offer from
someone else—something the late majority rarely does. The ability
to get the system to tip is the point at which the growth of a business
or the spreading of an idea starts to move at an extraordinary pace.
It is also at this point that a product gains mass-market acceptance.
The point at which an idea becomes a movement. When that
happens, the growth is not only exponential, it is automatic. It just
goes.
The goal of business then should not be to simply sell to anyone
who wants what you have—the majority—but rather to find people
who believe what you believe, the left side of the bell curve. They
perceive greater value in what you do and will happily pay a
premium or suffer some sort of inconvenience to be a part of your
cause. They are the ones who, on their own volition, will tell others
about you. That 15 to 18 percent is not made up of people who are
simply willing to buy the product. It is the percentage of people
who share your beliefs and want to incorporate your ideas, your
products and your services into their own lives as WHATs to their
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demonstrates their own purpose, cause or belief to the outside
world. Their willingness to pay a premium or suffer inconvenience
to use your product or service says more about them than it does
about you and your products. Their ability to easily see WHY they
need to incorporate your products into their lives makes this group
the most loyal customers. They are also the most loyal shareholders
and the most loyal employees. No matter where they sit in the spec-
trum, these are the people who not only love you but talk about
you. Get enough of the people on the left side of the curve on your
side and they encourage the rest to follow.
I love asking businesses what their conversion is on new busi-
ness efforts. Many answer proudly, “Ten percent.” Even if you ig-
nore the principles of The Golden Circle, the law of averages says
you can win about 10 percent of the business. Throw enough spa-
ghetti against the wall and some of it sticks. To grow the business,
all you need to do is more prospecting, which is why growing your
business by aiming at the middle of the curve is so expensive.
Though the business may grow, the average will stay about the
same, and 10 percent is not enough for the system to tip.
Likewise, 10 percent of your existing customers or clients will
naturally show loyalty to you. But why are they so loyal? Like our
inability to explain why we love our spouses, the best we can mus-
ter up to explain what makes them such great clients is, “They just
get it.” And though this explanation may feel right, it is completely
unactionable. How do you get more people to “get it”? This is what
Moore refers to as the “chasm,” the transition between the early
adopters and the early majority, and it’s hard to cross. But not if you
know WHY.
If you have the discipline to focus on the early adopters, the majority
will come along eventually. But it must start with WHY. Simply
focusing on so-called influencers is not enough. The challenge is,
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profile more than others, but in reality we are all influencers at
different times for different reasons. You don’t just want any
influencer, you want someone who believes what you believe. Only
then will they talk about you without any prompts or incentives. If
they truly believe in what you believe and if they are truly on the
left side of the curve they won’t need to be incentivized; they’ll do it
because they want to. The entire act of incentivizing an influencer is
manipulative. It renders the influencer completely inauthentic to his
or her group. It won’t take long for the group to find out that a
recommendation wasn’t made with the group’s best interest in
mind, but rather because of one person’s self-interest. Trust erodes
and the value of the influencer is rendered useless.
Refusing to Consider the Law of Diffusion Will Cost You
In 1997, TiVo was racing to market with a remarkable new device.
Few would debate that from the time the product was introduced to
the present day, TiVo has had the single highest-quality product in
its category. The company’s PR has been extraordinary. They have
achieved an unaided awareness that most brands can only dream of.
They have become more than generic terms, like Kleenex, Band-Aids
and Q-tips. In fact, they have been able to achieve more than generic
status; they are a verb in the English language, “to TiVo.”
They were well funded with venture capital and had a tech-
nology that could truly reinvent how we consume television. The
problem was, they marketed their technology directly to the middle
of the bell curve. Seeing the mass-market appeal of the product, they
ignored the principles of the Law of Diffusion and targeted the
masses. Compounding that bad aim, they attempted to appeal to the
cynical majority by explaining WHAT the product did instead of
stating WHY the company or the product existed in the first place.
They attempted to convince with features and benefits.
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We’ve got a new product.
It pauses live TV.
Skips commercials.
Rewinds live TV.
Memorizes your viewing habits and records shows on your
behalf without your needing to set it.
Analysts were intrigued by the prospects of TiVo as well as its
competitor, Replay, a well-funded start-up backed by venture cap-
ital. One market researcher estimated that these so-called personal
TV receivers would reach 760,000 subscribers by the end of the first
year.
TiVo finally shipped in 1999. Mike Ramsay and Jim Barton, two
former colleagues who had founded TiVo, were certain the TV-
viewing public was ready. And they may have been if only TiVo
knew how to talk to them. But despite the excitement among ana-
lysts and technophiles, sales were hugely disappointing. TiVo sold
about 48,000 units the first year. Meanwhile, Replay, whose backers
included the founders of Netscape, failed to gain a following and
instead became embroiled in a dispute with the television networks
over the way it allowed viewers to skip ads. In 2000, the company
adopted a new strategy and a few months later was sold to
SonicBlue, which later filed for bankruptcy.
Analysts were stumped as to why the TiVo machines weren’t
selling better. The company seemed to have everything going for it.
After all, they had the recipe for success: a great-quality product,
money and ideal market conditions. In 2002, after TiVo had been on
the market nearly three years, a headline in Advertising Age summed
it up best: “More U.S. Homes Have Outhouses than TiVos.” (At the
time, there were 671,000 homes with outhouses in the United States,
compared with 504,000 to 514,000 homes with TiVo.) Not only were
sales poor, but the company has not fared well for its shareholders
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TiVo stock traded at slightly over $40 per share. A few months later
it hit its high at just over $50. The stock declined steadily for the rest
of the year, and except for three short periods since 2001, it has
never since traded over $10.
If you apply the principles of The Golden Circle, the answer is
clear—people don’t buy WHAT you do, they buy WHY you do it,
and TiVo attempted to convince consumers to buy by telling them
only WHAT the product did. Features and rational benefits. The
practical-minded, technophobic mass market’s response was
predictable. “I don’t understand it. I don’t need it. I don’t like it.
You’re scaring me.” There were a small number of TiVo loyalists,
probably about 10 percent, those who just “got it,” who didn’t need
an explicit articulation of WHY. They exist to this day, but there
were not enough of them to create the tipping point that TiVo
needed and predicted.
What TiVo should have done is talked about what they believed.
They should have talked about WHY the product was invented in
the first place, and then ventured out to share their invention with
the innovators and early adopters who believed what they believed.
If they had started their sales pitch with WHY the product existed in
the first place, the product itself would have become the proof of the
higher cause—proof of WHY. If their Golden Circle was in balance,
the outcome might have been quite different. Compare the original
list of features and benefits with a revised version that starts with
WHY:
If you’re the kind of person who likes to have total control of every
aspect of your life, boy do we have a product for you.
It pauses live TV.
Skips commercials.
Rewinds live TV.

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138
Memorizes your viewing habits and records shows on your behalf
without you needing to set it.

In this version, all the features and rational benefits serve as
tangible proof of WHY the product exists in the first place, not the
reasons to buy, per se. The WHY is the belief that drives the
decision, and WHAT it does provides us a way to rationalize the
appeal of the product.
Confirming their failure to tap the right segment of the market,
TiVo offered a very rational explanation of what was happening.
“Until people get their hands on it,” Rebecca Baer, a spokeswoman
for TiVo, told the New York Times in 2000, “they don’t understand
why they need this.” If this line of logic was true, then no new
technology would ever take hold. A fact that is patently untrue.
Though Ms. Baer was correct about the mass market’s failure to
understand the value, it was TiVo’s failure to properly communicate
and rally the left side of the bell curve to educate and encourage the
adoption that was the reason so few people “got their hands on it.”
TiVo did not start with WHY. They ignored the left side of the curve
and completely failed to find the tipping point. And for those
reasons, “people didn’t get their hands on it,” and the mass market
didn’t buy it.
Fast-forward almost a decade. TiVo continues to have the best
digital video-recording product on the market. Its unaided aware-
ness continues to be through the roof. Nearly everyone knows now
what the product is and what it does, yet the company’s future is by
no means secure.
While millions of viewers may say they “TiVo” things all the
time, unfortunately for TiVo, they aren’t using a TiVo system.
Rather, they “TiVo” shows using a digital video recorder provided
by the cable or satellite company. Many try to make the argument
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distribution. But we know that people often go out of their way, pay
a premium or suffer an inconvenience to buy a product that
resonates on a visceral level with them. Until recently, people who
wanted a custom Harley-Davidson motorcycle waited upwards of
six months to a year to take delivery of their product. By any
standard, that’s just bad service. Consumers could have just walked
into a Kawasaki dealership and walked right out with a brand-new
bike. They could have found a very similar model with similar
power and maybe even for less money. But they suffered the
inconvenience willingly, not because they were in the market for a
motorcycle, but because they wanted a Harley.
TiVo is not the first to ignore these sound principles and won’t be
the last. The meager success of satellite radio technology like Sirius
or XM Radio has followed a similar path. They offered a well-
publicized, well-funded new technology that attempted to convince
users with a promise of rational features and benefits—no
commercials and more channels than the competition. Throw in an
impressive array of celebrity endorsements, including rap star
Snoop Dog and 1970s pop icon David Bowie, and the technology
still didn’t stick. When you start with WHY, those who believe what
you believe are drawn to you for very personal reasons. It is those
who share your values and beliefs, not the quality of your products,
that will cause the system to tip. Your role in the process is to be
crystal clear about what purpose, cause or belief you exist to cham-
pion, and to show how your products and services help advance
that cause. Absent a WHY, new ideas and technologies quickly find
themselves playing the price-and-feature game—a sure sign of an
absence of WHY and a slide into commodity status. It is not the
technology that failed, it was how the companies tried to sell it.
Satellite radio has not displaced commercial radio in any meaning-
ful way. Even when Sirius and XM merged, hoping the joined force
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combined company sold for less than 50 cents apiece. And, last time
I checked, XM was offering a discount, a promotion, free shipping
and a claim of being “America’s #1 satellite radio service with over
170 channels” to push their product.
Give the People Something to Believe In
On August 28, 1963, 250,000 people from across the country de-
scended on the Mall in Washington, D.C., to hear Dr. Martin Luther
King Jr. give his famous “I Have a Dream” speech. The organizers
didn’t send out 250,000 invitations and there was no Web site to
check the date. How did they get a quarter of a million people to
show up on the right day at the right time?
During the early 1960s, the country was torn apart by racial
tensions. There were riots in dozens of cities in 1963 alone. America
was a country scarred by inequality and segregation. How the civil
rights movement lifted an idea that all men are created equal to
become a movement with the power to change a country is
grounded in the principles of The Golden Circle and the Law of
Diffusion.
Dr. King was not the only person alive during that time who
knew WHAT had to change to bring about civil rights in America.
He had many ideas about WHAT needed to happen, but so did
others. And not all of his ideas were good. He was not a perfect
man; he had his complexities.
But Dr. King was absolute in his conviction. He knew change had
to happen in America. His clarity of WHY, his sense of purpose,
gave him the strength and energy to continue his fight against often
seemingly insurmountable odds. There were others like him who
shared his vision of America, but many of them gave up after too
many defeats. Defeat is painful. And the ability to continue head-on,
day after day, takes something more than knowing what legislation
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its organizers had to rally everyone. They may have been able to
pass legislation, but they needed more than that, they needed to
change a country. Only if they could rally a nation to join the cause,
not because they had to, but because they wanted to, could any
significant change endure. But no one person can effect lasting
change alone. It would take others who believed what King
believed.
The details of HOW to achieve civil rights or WHAT needed to
be done were debatable, and different groups tried different strate-
gies. Violence was employed by some, appeasement by others. Re-
gardless of HOW or WHAT was being done, there was one thing
everyone had in common—WHY they were doing it. It was not just
Martin Luther King’s unflappable conviction that was able to stir a
population, but his ability to put his WHY into words. Dr. King had
a gift. He talked about what he believed. And his words had the
power to inspire:
“I believe.”
“I believe.”
“I believe.”
“There are two types of laws,” he shared, “those that are just and
those that are unjust. A just law,” Dr. King expounded, “is a man-
made code that squares with the moral law. An unjust law is a code
that is out of harmony with the moral law…. Any law that uplifts the
human personality is just. Any law that degrades human per-
sonality is unjust. All segregation statutes are unjust because segre-
gation distorts the soul and damages the personality.” His belief was
bigger than the civil rights movement. It was about all of mankind
and how we treat each other. Of course, his WHY developed as a
result of the time and place in which he was born and the color of
his skin, but the civil rights movement served as the ideal platform
for Dr. King to bring his WHY, his belief in equality, to life.

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People heard his beliefs and his words touched them deep in-
side. Those who believed what he believed took that cause and
made it their own. And they told people what they believed. And
those people told others what they believed. Some organized to get
that belief out more efficiently.
And in the summer of 1963, a quarter of a million people showed
up to hear Dr. King deliver his “I Have a Dream” speech on the steps
of the Lincoln Memorial.
But how many people showed up for Dr. King?
Zero.
They showed up for themselves. It was what they believed. It was
what they saw as an opportunity to help America become a better
version of itself. It was they who wanted to live in a country that
reflected their own values and beliefs that inspired them to get on a
bus to travel for eight hours to stand in the Washington sun in the
middle of August to hear Dr. King speak. Being in Washington was
simply one of the things they did to prove what they believed.
Showing up that day was one of the WHATs to their own WHY.
This was a cause and it was their cause.
Dr. King’s speech itself served as a visceral reminder of the belief
shared by everyone who stood there listening. And that speech was
about what he believed, not how they were going to do it. He gave
the “I Have a Dream” speech, not the “I Have a Plan” speech. It was
a statement of purpose and not a comprehensive twelve- point plan
to achieving civil rights in America. Dr. King offered America a
place to go, not a plan to follow. The plan had its place, but not on
the steps of the Lincoln Memorial.
Dr. King’s articulation of his belief was something powerful
enough to rally those who shared that belief even if they weren’t
personally affected by the inequalities. Nearly a quarter of the peo-
ple who came to the rally that day were white. This was a belief not
about black America, this was a belief about a shared America. Dr.

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King was the leader of a cause. A cause for all those who believed
what he believed regardless of skin color.
It wasn’t the details of his plans that earned him the right to lead.
It was what he believed and his ability to communicate it clearly
that people followed. In essence, he, like all great leaders, became
the symbol of the belief. Dr. King came to personify the cause. To
this day we build statues of him to keep that belief alive and
tangible. People followed him not because of his idea of a changed
America. People followed him because of their idea of a changed
America. The part of the brain that influences our behavior and
decisions does not have the capacity for language. We have trouble
saying clearly, in emotional terms, why we do what we do, and
offer rationalizations that, though valid and true, are not powerful
enough to inspire others. So when asked why they showed up that
day, people pointed to Dr. King and said simply, “Because I
believe.”
More than anything else, what Martin Luther King Jr. gave us
was clarity, a way to explain how we felt. He gave us the words that
inspired us. He gave us something to believe in, something we
could easily share with our friends. Everyone at the Mall that day
shared a set of values and beliefs. And everyone there that day, re-
gardless of skin color or race or sex, trusted each other. It was that
trust, that common bond, that shared belief that fueled a movement
that would change a nation.
We believed.
We believed.
We believed

144
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145

PART 4

HOW TO
RALLY THOSE
WHO BELIEVE

146

147

8

START WITH WHY, BUT KNOW HOW
Energy Excites. Charisma Inspires.
RAH!!!! With a roar, Steve Ballmer, the man who replaced Bill Gates
as CEO of Microsoft, bursts onto the stage of the company’s annual
global summit meeting. Ballmer loves Microsoft—he says so in no
uncertain words. He also knows how to pump up a crowd. His
energy is almost folkloric. He pumps his fists and runs from one end
of the stage to the other, he screams and he sweats. He is remarkable
to watch and the crowd loves it. As Ballmer proves, without a
doubt, energy can motivate a crowd. But can it inspire a population?
What happens the next day or the next week when Ballmer’s energy
is not there to motivate his employees? Is energy enough to keep a
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In contrast, Bill Gates is shy and awkward, a social misfit. He
does not fit the stereotype of the leader of a multibillion-dollar
corporation. He is not the most energetic public speaker. When Bill
Gates speaks, however, people listen with bated breath. They hang
on his every word. When Gates speaks, he doesn’t rally a room, he
inspires it. Those who hear him take what he says and carry his
words with them for weeks, months or years. Gates doesn’t have
energy, but Bill Gates inspires.
Energy motivates but charisma inspires. Energy is easy to see,
easy to measure and easy to copy Charisma is hard to define, nearly
impossible to measure and too elusive to copy. All great leaders
have charisma because all great leaders have clarity of WHY; and an
undying belief in a purpose or cause bigger than themselves. It’s not
Bill Gates’s passion for computers that inspires us, it’s his undying
optimism that even the most complicated problems can being
solved. He believes we can find ways to remove obstacles to ensure
that everyone can live and work to their greatest potential. It is his5
optimism to which we are drawn.
Living through the computer revolution, he saw the computer as
a perfect technology to help us all become more productive and
achieve our greatest potential. That belief inspired his vision of a, PC
on every desk to come to life. Ironic considering Microsoft never
even made PCs. It wasn’t just WHAT computers did that; Gates saw
the impact for the new technology, it was WHY we needed them.
Today, the work he does with the Bill and Melinda Gates
Foundation has nothing to do with software, but it is another way he
has found to bring his WHY to life. He is looking for ways to solve
problems. He still has an undying belief. And he still: believes that if
we can help people, this time those with less privilege, remove some
seemingly simple obstacles, then they too will have an opportunity
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149
potential. For Gates, all that has changed is WHAT he is doing to
bring his cause to life.
Charisma has nothing to do with energy; it comes from a clarity
of WHY. It comes from absolute conviction in an ideal bigger than
oneself. Energy, in contrast, comes from a good night’s sleep or lots
of caffeine. Energy can excite. But only charisma can inspire.
Charisma commands loyalty. Energy does not.
Energy can always be injected into an organization to motivate
people to do things. Bonuses, promotions, other carrots and even a
few sticks can get people to work harder, for sure, but the gains are,
like all manipulations, short-term. Over time, such tactics cost more
money and increase stress for employee and employer alike, and
eventually will become the main reason people show up for work
every day. That’s not loyalty. That’s the employee version of repeat
business. Loyalty among employees is when they turn down more
money or benefits to continue working at the same company.
Loyalty to a company trumps pay and benefits. And unless you’re
an astronaut, it’s not the work we do that inspires us either. It’s the
cause we come to work for. We don’t want to come to work to build
a wall, we want to come to work to build a cathedral.
The Chosen Path
Raised in Ohio, sixty miles from Dayton, Neil Armstrong grew up
on a healthy diet of stories about the Wright brothers. From a very
early age he dreamed of flying. He’d make model airplanes, read
magazines about flying and stare at the heavens through a telescope
mounted on the roof of his house. He even got his pilot’s license
before he got his driver’s license. With a childhood passion that
became reality, Armstrong was destined to become an astronaut.
For the rest of us, however, our careers paths are more like Jeff
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While Sumpter was in high school, his mother arranged for him
to get a summer internship at the bank where she worked. Four
years after he finished high school he called the bank to see if he
could do some part-time work, and they eventually offered him a
full-time job. Whamo, Jeff’s got a career as a banker. In fact, after
fifteen years in the industry he and a colleague by the name of Trey
Maust went on to start their own bank, Lewis & Clark Bank in
Portland, Oregon.
Sumpter is very good at what he does—he’s been one of the top-
performing loan officers throughout his career. He’s well liked and
well respected among his colleagues and clients. But even Jeff will
admit that he doesn’t have much of a passion for banking, per se.
Though he’s not living out his childhood dream, he is passionate for
something. It’s not WHAT he does that gets him out of bed every
morning. It’s WHY he does it.
Our career paths are largely incidental. I never planned to be
doing what I’m doing now. As a kid I wanted to be an aeronautical
engineer, but in college I set my sights on becoming a criminal pros-
ecutor. While I was in law school, however, I became disillusioned
with the idea of being a lawyer. It just didn’t feel right. I was at law
school in England, where the law is one of the last truly “English”
professions; not wearing a pinstriped suit to an interview could hurt
my chances of getting a job. This was not my cup of tea.
I happened to be dating a young woman who was studying
marketing at Syracuse University. She could see what inspired me
and what frustrated me about the law and suggested I try my hand
in the field. And whamo, I’d gotten myself a new career in market-
ing. But that’s just one of the things I’ve done—it’s not my passion
and it’s not how I define my life. My cause—to inspire people to do
the things that inspire them—is WHY I get out of bed every day. The
excitement is trying to find new ways, different WHATs to bring my
cause to life, of which this book is one.

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Regardless of WHAT we do in our lives, our WHY—our driving
purpose, cause or belief—never changes. If our Golden Circle is in
balance, WHAT we do is simply the tangible way we find to breathe
life into that cause. Developing software was merely one of the
things Bill Gates did to bring his cause to life. An airline gave Herb
Kelleher the perfect outlet to spread his belief in freedom. Putting a
man on the moon was one goal John F. Kennedy used to rally people
to bring to life his belief that service to the nation—and not being
serviced by the nation—would lead America to advance and
prosper. Apple gave Steve Jobs a way to challenge the status quo
and do something big in the world. All the things these charismatic
leaders did were the tangible ways they found to bring their WHYs
to life. But none of them could have imagined WHAT they would be
doing when they were young.
When a WHY is clear, those who share that belief will be drawn to it
and maybe want to take part in bringing it to life. If that belief is
amplified it can have the power to rally even more believers to raise
their hands and declare, “I want to help.” With a group of believers
all rallying around a common purpose, cause or belief, amazing
things can happen. But it takes more than inspiration to do become
great. Inspiration only starts the process; you need something more
to drive a movement.
Amplify the Source of Inspiration
The Golden Circle is not just a communication tool; it also
provides some insight into how great organizations are organized.
As we start to add dimension to the concept of The Golden Circle, it
is no longer helpful to look at it as a purely two-dimensional model.
If it is to provide any real value in how to build a great organization
in our very three-dimensional world, The Golden Circle needs to be
three-dimensional. The good news is, it is. It is, in fact, a top-down
view of a cone. Turn it on its side and you can see its full value.

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The cone represents a company or an organization—an
inherently hierarchical and organized system. Sitting at the top of
the system, representing the WHY, is a leader; in the case of a
company, that’s usually the CEO (or at least we hope it is). The next
level down, the HOW level, typically includes the senior executives
who are inspired by the leader’s vision and know HOW to bring it
to life. Don’t forget that a WHY is just a belief, HOWs are the actions
we take to realize that belief and WHATs are the results of those ac-
tions. No matter how charismatic or inspiring the leader is, if there
are not people in the organization inspired to bring that vision to
reality, to build an infrastructure with systems and processes, then
at best, inefficiency reigns, and at worst, failure results.
In this rendering the HOW level represents a person or a small
group responsible for building the infrastructure that can make a
WHY tangible. That may happen in marketing, operations, finance,
human resources and all the other C-suite departments. Beneath
that, at the WHAT level, is where the rubber meets the road. It is at
this level that the majority of the employees sit and where all the
tangible stuff actually happens.
I Have a Dream (and He’s Got the Plan)
Dr. King said he had a dream, and he inspired people to make
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was something else: he knew what it would take to realize that
dream, and he showed people HOW to do it. He gave the dream
structure. Dr. King spoke about the philosophical implications of
the movement, while Abernathy, Dr. King’s onetime mentor, long-
time friend and financial secretary and treasurer of the Southern
Christian Leadership Conference, would help people understand
the specific steps they needed to take. “Now,” Abernathy would tell
the audience following a rousing address by Dr. King, “let me tell
you what that means for tomorrow morning.”
Dr. Martin Luther King Jr. was the leader, but he didn’t change
America alone. Though Dr. King inspired the movement, to actually
move people requires organizing. As is the case with almost all
great leaders, there were others around Dr. King who knew better
HOW to do that. For every great leader, for every WHY-type, there
is an inspired HOW-type or group of HOW-types who take the
intangible cause and build the infrastructure that can give it life.
That infrastructure is what actually makes any measurable change
or success possible.
The leader sits at the top of the cone—at the start, the point of
WHY—while the HOW-types sit below and are responsible for ac-
tually making things happen. The leader imagines the destination
and the HOW-types find the route to get there. A destination
without a route leads to meandering and inefficiency, something a
great many WHY-types will experience without the help of others to
ground them. A route without a destination, however, may be
efficient, but to what end? It’s all fine and good to know how to
drive, but it’s more fulfilling when you have a place to go. For Dr.
King, Ralph Abernathy was one of those he inspired and who knew
HOW to make the cause actionable and tangible. “Dr. King’s job was
to interpret the ideology and theology of non-violence,” said
Abernathy. “My job was more simple and down-to-earth. I would
tell [people], ‘Don’t ride those buses.”‘

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In every case of a great charismatic leader who ever achieved
anything of significance, there was always a person or small group
lurking in the shadows who knew HOW to take the vision and
make it a reality. Dr. King had a dream. But no matter how inspiring
a dream may be, a dream that cannot come to life stays a dream. Dr.
King dreamed of many of the same things as countless other African
Americans who grew up in the pre-civil rights South. He spoke of
many of the same themes. He felt the same outrage perpetrated by
an unjust system. But it was King’s unflappable optimism and his
words that inspired a population.
Dr. King didn’t change America by himself. He wasn’t a legisla-
tor, for example, but legislation was created to give all people in the
United States equal rights regardless of skin color. It wasn’t Dr. King
who changed America; it was the movement of millions of others
whom he inspired that changed the course of history. But how do
you organize millions of people? Forget millions, how do you
organize hundreds or tens of people? The vision and charisma of the
leader are enough to attract the innovators and the early adopters.
Trusting their guts and their intuition, these people will make the
greatest sacrifices to help see the vision become a reality. With each
success, with every tangible demonstration that the vision can in
fact become reality, the more practical-minded majority starts to
take interest. What was previously just a dream soon becomes a
provable and tangible reality. And when that happens, a tipping
point can be reached and then things really get moving.
Those Who Know WHY Need Those Who Know HOW
The pessimists are usually right, to paraphrase Thomas Friedman,
author of The World Is Flat, but it’s the optimists who change the
world. Bill Gates imagined a world in which the computer could
help us all reach our greatest potential. And it happened. Now he
imagines a world in which malaria does not exist. And it will hap-

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pen. The Wright brothers imagined a world in which we’d all take
to the skies as easily as we catch the bus. And it happened. WHY-
types have the power to change the course of industries or even the
world … if only they knew HOW.
WHY-types are the visionaries, the ones with the overactive
imaginations. They tend to be optimists who believe that all the
things they imagine can actually be accomplished. HOW-types live
more in the here and now. They are the realists and have a clearer
sense of all things practical. WHY-types are focused on the things
most people can’t see, like the future. HOW-types are focused on
things most people can see and tend to be better at building
structures and processes and getting things done. One is not better
than the other, they are just different ways people naturally see and
experience the world. Gates is a WHY-type. So were the Wright
brothers. And Steve Jobs. And Herb Kelleher. But they didn’t do it
alone. They couldn’t. They needed those who knew HOW.
“If it hadn’t been for my big brother, I’d have been in jail several
times for checks bouncing,” said Walt Disney, only half joking, to a
Los Angeles audience in 1957. “I never knew what was in the bank.
He kept me on the straight and narrow.” Walt Disney was a WHY-
type, a dreamer whose dream came true thanks to the help of his
more sensible older brother Roy, a HOW-type.
Walt Disney began his career creating cartoon drawings for ad-
vertisements, but moved quickly to making animated movies. It was
1923 and Hollywood was emerging as the heart of the movie
business, and Walt wanted to be part of it. Roy, who was eight years
older, had been working at a bank. Roy was always in awe of his
brother’s talent and imagination, but he also knew that Walt was
prone to taking risks and to neglecting business affairs. Like all
WHY guys, Walt was busy thinking about what the future looked
like and often forget he was living in the present. “Walt Disney
dreamed, drew and imagined, Roy stayed in the shadow, forming

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an empire,” wrote Bob Thomas, a Disney biographer. “A brilliant
financier and businessman, Roy helped turn Walt Disney’s dreams
into reality, building the company that bears his brother’s name.” It
was Roy who founded the Buena Vista Distribution Company that
made Disney films a central part of American childhood. It was Roy
who created the merchandising business that transformed Disney
characters into household names. And, like almost every HOW-
type, Roy never wanted to be the front man, he preferred to stay in
the background and focus on HOW to build his brother’s vision.
Most people in the world are HOW-types. Most people are quite
functional in the real world and can do their jobs and do very well.
Some may be very successful and even make millions of dollars, but
they will never build billion-dollar businesses or change the world.
HOW-types don’t need WHY-types to do well. But WHY-guys, for
all their vision and imagination, often get the short end of the stick.
Without someone inspired by their vision and the knowledge to
make it a reality, most WHY-types end up as starving visionaries,
people with all the answers but never accomplishing much
themselves.
Although so many of them fancy themselves visionaries, in real-
ity most successful entrepreneurs are HOW-types. Ask an entre-
preneur what they love about being an entrepreneur and most will
tell you they love to build things. That they talk about building is a
sure clue that they know HOW to get things done. A business is a
structure—systems and processes that need to be assembled. It is the
HOW-types who are more adept at building those processes and
systems. But most companies, no matter how well built, do not
become billion-dollar businesses or change the course of industries.
To reach the billion-dollar status, to alter the course of an industry,
requires a very special and rare partnership between one who
knows WHY and those who know HOW.

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In nearly every case of a person or an organization that has gone
on to inspire people and do great things, there exists this special
partnership between WHY and HOW. Bill Gates, for example, may
have been the visionary who imagined a world with a PC on every
desk, but Paul Allen built the company. Herb Kelleher was able to
personify and preach the cause of freedom, but it was Rollin King
who came up with the idea for Southwest Airlines. Steve Jobs is the
rebel’s evangelist, but Steve Wozniak is the engineer who made the
Apple work. Jobs had the vision, Woz had the goods. It is the
partnership of a vision of the future and the talent to get it done that
makes an organization great.
This relationship starts to clarify the difference between a vision
statement and a mission statement in an organization. The vision is
the public statement of the founder’s intent, WHY the company
exists. It is literally the vision of a future that does not yet exist. The
mission statement is a description of the route, the guiding
principles—HOW the company intends to create that future. When
both of those things are stated clearly, the WHY-type and the HOW-
type are both certain about their roles in the partnership. Both are
working together with clarity of purpose and a plan to get there. For
it to work, however, it requires more than a set of skills, it requires
trust.
As discussed at length in part 3, trusting relationships are in-
valuable for us to feel safe. Our ability to trust people or organiza-
tions allows us to take risks and feel supported in our efforts. And
perhaps the most trusting relationship that exists is between the
visionary and the builder, the WHY-guy and the HOW-guy. In or-
ganizations able to inspire, the best chief executives are WHY-
types—people who wake up every day to lead a cause and not just
run a company. In these organizations, the best chief financial of-
ficers and chief operating officers are high-performing HOW-types,
those with the strength of ego to admit they are not visionaries

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themselves but are inspired by the leader’s vision and know how to
build the structure that can bring it to life. The best HOW-types
generally do not want to be out front preaching the vision; they
prefer to work behind the scenes to build the systems that can make
the vision a reality. It takes the combined skill and effort of both for
great things to happen.
It’s not an accident that these unions of WHY and HOW so often
come from families or old friendships. A shared upbringing and life
experience increases the probability of a shared set of values and
beliefs. In the case of family or childhood friends, upbringing and
common experiences are nearly exactly the same. That’s not to say
you can’t find a good partner somewhere else. It’s just that growing
up with somebody and having a common life experience increases
the likelihood of a shared common worldview.
Walt Disney and Roy Disney were brothers. Bill Gates and Paul
Allen went to high school together in Seattle. Herb Kelleher was
Rollin King’s divorce attorney and old friend. Martin Luther King Jr.
and Ralph Abernathy both preached in Birmingham, long before
the civil rights movement took form. And Steve Jobs and Steve
Wozniak were best friends in high school. The list goes on.
To Run or To Lead
For all the talented HOW-types running today’s organizations, they
can achieve success that will last their lifetimes, but they will spend
their lifetimes running their companies. There are many ways to be
successful and drive profits. Any number of manipulations, only
some of which I’ve touched upon in this book, work quite well.
Even the ability to create a tipping point is possible without creating
lasting change. It’s called a fad. But great organizations function
exactly like any social movement. They inspire people to talk about
a product or idea, include that product in the context of their
lifestyle, share the idea or even find ways to advance the prosperity

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of the organization itself. Great organizations not only excite the
human spirit, they inspire people to take part in helping to advance
the cause without needing to pay them or incentivize them in any
particular way. No cash-back incentives or mail-in rebates required.
People feel compelled to spread the word, not because they have to,
but because they want to. They willingly take up arms to share the
message that inspires them.
Build a Megaphone That Works
After a three-month selection process, BCI finally chose a new ad
agency to help develop a campaign to launch their new product
line. Big Company Incorporated is a well-known brand operating in
a fairly cluttered market space. As a manufacturer, their products
are sold via a third-party sales force, often on the shelves of big-box
retailers, so they don’t have direct control over the sales process. The
best they can do is to try to influence the sale from a distance— with
marketing. BCI is a good company with a strong culture. The
employees respect the management, and in general the company
does good work. But over the years the competition has grown
fairly stiff. And although BCI has a good product and competitive
pricing, it is still tough to maintain strong growth year over year.
This year, BCI management is particularly excited because the
company is launching a new product they really think will make
BCI stand out. To help promote it, BCI’s agency has launched a
major new ad campaign.
“From the leading maker,” says the new ad, “comes the newest,
most innovative product you’ve ever seen.” The ad goes on to talk
about all the new features and benefits, and includes something
about the “quality you’ve come to expect from BCI,” something the
BCI executives felt quite strongly about including. BCI executives
have worked hard to build their company’s reputation and they
want to leverage it. They are very excited about their new campaign

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and are really banking on the success of this product to help drive
sales in general. They know they do good work, and they want to
get the message out. They need it to be loud. And with a budget of
millions of dollars to advertise their new product, in that respect,
BCI succeeds.
But there is a problem.
BCI and their agency did a good job of telling people about their
new product. The work was quite creative. They were able to
explain what was new and special about their latest innovation, and
focus groups agreed that the new product was much better than
that of the competition. The millions of dollars in media ensured
that lots of people would see their advertising and see it often. Their
reach and frequency, the measurement commonly used by ad
agencies to gauge the number of people exposed to the advertising,
was very good. There is no doubt that their message was loud. The
problem was, it wasn’t clear. It was all WHATs and HOW and no
WHY. Even though people learned what the product did, no one
knew what BCI believed. The good news is, it’s not a complete loss;
the products will sell as long as the ads are on the air and the
promotions remain competitive. It’s an effective strategy, but an
expensive way to make money.
What if Martin Luther King had delivered a comprehensive
twelve-point plan about achieving civil rights in America, a plan
more comprehensive than any other plan for civil rights ever of-
fered? Booming through the speakers that summer’s day in 1963, his
message would have been loud. Microphones, like advertising and
PR, are fantastic for making sure a message is heard. Like BCI,
King’s message would still have reached thousands of people. But
his belief would not have been clear.
Volume is reasonably easy to achieve. All it takes is money or
stunts. Money can pay to keep a message front and center. And
publicity stunts are good at getting on the news. But neither plants

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seeds of loyalty. Many reading this may remember that Oprah Win-
frey once gave away a free car to every member of her studio audi-
ence. It happened several years ago, in 2004, and still people refer to
the stunt. But how many can recall the model of car she gave away?
That’s the problem. It was Pontiac that donated $7 million worth of
cars, 276 of their new G6 model, to be exact. And it was Pontiac that
saw the stunt as a way to market their new car. Yet although the
stunt worked well to reinforce Oprah’s generous nature, something
with which we are all familiar, few remember that Pontiac was a
part of the event. Worse, the stunt didn’t do anything to reinforce
some purpose, cause or belief that Pontiac represents. We had no
idea what Pontiac’s WHY was before the stunt, so it’s hard for the
publicity stunt to do much more than, well, be a stunt to get some
publicity. With no sense of WHY, there is nothing else it’s doing.
For a message to have real impact, to affect behavior and seed
loyalty, it needs more than publicity. It needs to publicize some
higher purpose, cause or belief to which those with similar values
and beliefs can relate. Only then can the message create any lasting
mass-market success. For a stunt to appeal to the left side of the
curve of the Law of Diffusion, WHY the stunt is being performed,
beyond the desire to generate press, must be clear. Though there
may be short-term benefits without clarity, loud is nothing more
than excessive volume. Or in business vernacular: clutter. And
companies wonder why differentiation is such a challenge these
days. Have you heard the volume coming from some of them?1
In contrast, what would have been the impact of Dr. King’s
speech had he not had a microphone and loudspeakers? His vision
would have been no less clear. His words would have been no less
inspiring. He knew what he believed and he spoke with passion and
charisma about that belief. But only the few people with front-row
seats would have been inspired by those words. A leader with a
cause, whether it be an individual or an organization, must have a

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megaphone through which to deliver his message. And it must be
clear and loud to work. Clarity of purpose, cause or belief is
important, but it is equally important that people hear you. For a
WHY to have the power to move people it must not only be clear, it
must be amplified to reach enough people to tip the scale.
It’s no coincidence that the three-dimensional Golden Circle is a
cone. It is, in practice, a megaphone. An organization effectively
becomes the vessel through which a person with a clear purpose,
cause or belief can speak to the outside world. But for a megaphone
to work, clarity must come first. Without a clear message, what will
you amplify?
Say It Only If You Believe It
Dr. King used his megaphone to rally throngs of people to follow
him in pursuit of social justice. The Wright brothers used their
megaphone to rally their local community to help them build the
technology that could change the world. Thousands of people heard
John F. Kennedy’s belief in service and rallied to put a man on the
moon in less than a decade. The ability to excite and inspire people
to go out of their way to contribute to something bigger than
themselves is not unique to social causes. Any organization is
capable of building a megaphone that can achieve a huge impact. In
fact, it is one of the defining factors that makes an organization
great. Great organizations don’t just drive profits, they lead people,
and they change the course of industries and sometimes our lives in
the process.
A clear sense of WHY sets expectations. When we don’t know an
organization’s WHY, we don’t know what to expect, so we expect
the minimum—price, quality, service, features—the commodity
stuff. But when we do have a sense for the WHY, we expect more.
For those not comfortable being held to a higher standard, I strongly
advise against trying to learn your WHY or keeping your Golden

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Circle in balance. Higher standards are hard to maintain. It requires
the discipline to constantly talk about and remind everyone WHY
the organization exists in the first place. It requires that everyone in
the organization be held accountable to HOW you do things—to
your values and guiding principles. And it takes time and effort to
ensure that everything you say and do is consistent with your
WHY. But for those willing to put in the effort, there are some great
advantages.
Richard Branson first built Virgin Records into a multibillion-
dollar retail music brand. Then he started a successful record label.
Later he started an airline that is today considered one of the pre-
mier airlines in the world. He then started a soda brand, wedding-
planning company, insurance company and mobile phone service.
And the list goes on. Likewise, Apple sells us computers, mobile
phones, DVRs and mp3 players, and has replicated their capacity
for innovation again and again. The ability of some companies not
to just succeed but to repeat their success is due to the loyal
followings they command, the throngs of people who root for their
success. In the business world, they say Apple is a lifestyle brand.
They underestimate Apple’s power. Gucci is a lifestyle brand—
Apple changes the course of industries. By any definition these few
companies don’t function like corporate entities. They exist as social
movements.
Repeating Greatness
Ron Bruder is not a household name, but he is a great leader. In
1985, he stood at a crosswalk with his two daughters waiting for the
light to change so they could cross the street. A perfect opportunity,
he thought, to teach the young girls a valuable life lesson. He
pointed across the street to the red glow of the “Do Not Walk” signal
and asked them what they thought that sign meant. “It means we

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have to stand here,” they replied. “Are you sure?” he asked
rhetorically. “How do you know it’s not telling us to run?”
Soft-spoken and almost always wearing a well-tailored three- piece
suit when he comes to work, Bruder looks like you would imagine a
conservative executive to look like. But don’t assume you know how
things work simply based on what you see. Bruder is anything but a
stereotype. Though he has enjoyed the trappings of success, he is not
motivated by them. They have always been the unintended by-
product of his work. Bruder is driven by a clear sense of WHY. He
sees a world in which people accept the lives they live and do the
things they do not because they have to, but because no one ever
showed them an alternative. This is the lesson he was teaching his
daughters that day at the crosswalk—there is always another
perspective to be considered. That Bruder always starts with WHY
has enabled him to achieve great things for himself. But more
significantly, it is his ability to share his WHY through the things he
does that inspires those around him to do great things for
themselves.
Like most of us, the career path Bruder has followed is incidental.
But WHY he does things has never changed. Everything Bruder has
ever done starts with his WHY, his unyielding belief that if you can
simply show someone that an alternative route is possible, it can
open the possibility that such a route can be followed. Though the
work he is doing today is world-altering, Bruder hasn’t always been
in the world peace business. Like many inspiring leaders, he has
changed the course of an industry. But Ron Bruder is no one-hit
wonder. He has been able to repeat his success and change the
course of multiple industries, multiple times.
A senior executive at a large food conglomerate that sold vege-
tables, canned goods and meats decided to buy a travel agency for
his nephew. He asked Bruder, as the chief financial officer of the
company at the time, to take a look at the financials of the agency

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before he went through with the purchase. Seeing an opportunity
others didn’t, Bruder decided to join the small travel agency to help
lead it. Once there, he saw how all the other travel agencies worked
and took an alternative course. Greenwell became the first travel
agency on the eastern seaboard to take advantage of new technolo-
gies and fully computerize their operations. Not only did they be-
come one of the most successful companies in the region, but after
only a year, their business model became a standard for the whole
industry. Then Bruder did it again.
A former client of Bruder’s, Sam Rosengarten, was in some dirty
businesses—coal, oil and gas; all industries that created brown-
fields, land that had been contaminated by their operations. Little
could be done with brownfields. They were too polluted to develop,
and the liability to clean them up was so high that the insurance
premiums alone made it too prohibitive to even try. But Bruder
doesn’t see challenges the same way as everyone else. Most avoided
brownfields because they could only see the cost to clean them up.
Bruder focused instead on the actual cleaning. His alternative
perspective revealed the perfect solution.
Bruder had already formed his real estate development
company, Brookhill, and with eighteen employees, he was doing
quite well. Knowing what he needed to do to seize the opportunity,
he approached Dames & Moore, one of the largest environmental
engineering companies in the world, and shared his new
perspective with them. They loved his idea and formed a
partnership to pursue it. With an engineering company with 18,000
people on board, the perceived risk was greatly minimized and the
insurance companies were happy to offer affordable insurance. With
affordable insurance in place, Credit Suisse First Boston offered
financing that gave Brookhill the ability to buy, remediate,
redevelop and sell almost $200 million worth of former
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because Bruder comes from Brooklyn and, as he puts it, “it’s a long,
uphill climb to get out of Brooklyn,” was the pioneer of the
brownfield redevelopment industry. An industry that thrives to this
day. Bruder’s WHY not only steered a path that was good for
business, but in the process also helped clean up the environment.
It doesn’t matter WHAT Ron Bruder does. The industries and the
challenges are incidental. What never changes is WHY he does
things. Bruder knows that, no matter how good an opportunity
looks on paper, no matter how smart he is and no matter his track
record, he would never be able to achieve anything unless there
were others to help him. He knows that success is a team sport He
has a remarkable ability to attract those who believe what he
believes. Talented people are drawn to him with one request: “How
can I help?” Having defied accepted perspectives and revolutionized
more than one industry, Bruder has now set his sights on a bigger
challenge: world peace. He founded the Education for Employment
Foundation, the megaphone that would help him do it.
The EFE Foundation is making significant headway in helping
young men and women in the Middle East to significantly alter the
course of their lives and indeed the course of the region. Just has he
taught his daughters at the crosswalk that there is always an alter-
native route, he brings an alternative perspective to the problems in
Middle East. Like of all Bruder’s past successes, the EFE Foundation
will drive businesses and do tremendous amounts of good in the
process. Bruder doesn’t run companies, he leads movements.
All Movements Are Personal
It started on September 11,2001. Like so many of us, Bruder turned
his attention to the Middle East after the attacks to ask why some-
thing like that could happen. He understood that if such an event
could happen once, it could happen again, and for the lives of his
own daughters he wanted to find a way to prevent that.

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In the course of trying to figure out what he could do, he made a
remarkable discovery that went much deeper than protecting his
daughters or even the prevention of terrorism in the United States.
In America, he realized, the vast majority of young people wake up
in the morning with a feeling that there is opportunity for them in
the future. Regardless of the economy, most young boys and girls
who grow up in the United States have an inherent sense of opti-
mism that they can achieve something if they want to—to live the
American Dream. A young boy growing up in Gaza or a young girl
living in Yemen does not wake up every day with the same feeling.
Even if they have the desire, the same optimism is not there. It is too
easy to point and say that the culture is different. That is not
actionable. The real reason is that there is a distinct lack of institu-
tions to give young people in the region a sense of optimism for
their future. A college education in Jordan, for example, may offer
some social status, but it doesn’t necessarily prepare a young adult
for what lies ahead. The education system, in cases like this, per-
petuates a systemic cultural pessimism.
Bruder realized the problems we face with terrorism in the West
have less to do with what young boys and girls in the Middle East
think about America and more to do with what they think about
themselves and their own vision of the future. Through the EFE
Foundation, Bruder is setting up programs across the Middle East to
teach young adults the hard and soft skills that will help them feel
like they have opportunity in life. To feel like they can be in control
of their own destinies. Bruder is using the EFE Foundation to share
his WHY on a global scale—to teach people that there is always an
alternative to the path they think they are on.
The Education for Employment Foundation is not an American
charity hoping to do good in faraway lands. It is a global movement.
Each EFE operation runs independently, with locals making up the
majority of their local boards. Local leaders take personal responsi-

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bility to give young men and women that feeling of opportunity by
giving them the skills, knowledge and, most importantly, the
confidence to choose an alternative path for themselves. Mayyada
Abu-Jaber is leading the movement in Jordan. Mohammad Naja is
spreading the cause in Gaza and the West Bank. And Maeen Alery-
ani is proving that a cause can even change a culture in Yemen.
In Yemen, children can expect to receive nine years of education;
This is one of the lowest rates in the world. In the United States,
children can expect sixteen years. Inspired by Bruder, Aleryani sees
such an amazing opportunity for young men and women to change
their perspective and take greater control of their own future. He set
out to find capital to jump-start his EFE operation in Sana’a,
Yemen’s capital, and in one week was able to raise $50,000. The
speed at which he raised that amount is pretty good even by our
philanthropic standards. But this is Yemen, and Yemen has no
culture of philanthropy, making his achievement that much more
remarkable. Yemen is also one of the poorest nations in the region.
But when you tell people WHY you’re doing what you’re doing,
remarkable things happen.
Across the region, everyone involved in EFE believes that they
can help teach their brothers and sisters and sons and daughters the
skills that will help them change path that they think they are on.
They are working to help the youth across the region believe that
their future is bright and full of opportunity. And they don’t do it for
Bruder, they do it for themselves. That’s the reason EFE will change
the world.
Sitting at the top of the megaphone, at the point of WHY,
Bruder’s role is to inspire, to start the movement. But it is those who
believe who will effect the real change and keep the movement
going. Anyone, regardless where they live, what they do or their
nationality, can participate in this movement. It’s about feeling like
we belong. If you believe that there is an alternative path to the one

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we’re on, and all we have to do is point to it, then visit the Web site
efefoundation.org and join the movement. To change the world
takes the support of all those who believe.

170

171
9

KNOW WHY. KNOW HOW,
THEN WHAT?
They marched in, single file. Not a word was spoken. No one made
any eye contact with anyone else. They all looked the same. Their
heads shaved, their clothes gray and tattered. Their boots dusty. One
by one, they filled a large, cavernous room, like a hangar from a sci-
ence fiction movie. The only color was gray. The walls were gray
Dust and smoke filled the space making even the air look gray.
Hundreds, maybe even thousands of these drone-people sat on
neatly organized benches. Row after row after row. A sea of gray
conformity. They all watched a projection of a huge talking head on
the screen in the front of the room that filled the entire wall. This
apparent leader recited dogma and propaganda, stating proudly
that they were in complete control. They had achieved perfection,
They were free of pests. Or so they thought.

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Running down one of the tunnels that led into the cavernous
hangar, a lone blonde woman. She wore bright red shorts and a
crisp white T-shirt. Like a lighthouse, her complexion and the color
of hei clothes seemed to shine through gray air. Pursued by security,
she rail with a sledgehammer. This would not end well for the status
quo.
On January 22, 1984, Apple launched their Macintosh computer
with their now-famous commercial depicting an Orwellian scene of
a totalitarian regime holding control over a population and
promised that “1984 won’t be like 1984” But this advertising was
much more than just advertising. It was not about the features and
benefits of a new product. It was not about a “differentiating value
proposition.” It was, for all intents and purposes, a manifesto. A
poetic ode to Apple’s WHY, it was the film version of an individual
rebelling against the status quo, igniting a revolution. 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. All Apple’s advertising and communications, their
products, partnerships, their packaging, their store design, they are
all WHATs to Apple’s WHY, proof that they actively challenge sta-
tus quo thinking to empower the individual. Ever notice that their
advertising never shows groups enjoying their products? Always
individuals. Their Think Different campaign depicted individuals
who thought differently, never groups. Always individuals. And
when Apple tells us to “Think Different,” they are not just describing
themselves. The ads showed pictures of Pablo Picasso, Martha
Graham, Jim Henson, Alfred Hitchcock, to name a few, with the line

KNOW WHY, KNOW HOW, THEN WHAT?
173
“Think Different” on the upper right hand side of the page. Apple
does not embody the rebel spirit because they associated themselves
with known rebels. They chose known rebels because they embody
the same rebel spirit. The WHY came before the creative solution in
the advertising. Not a single ad showed a group. This is no accident.
Empowering the individual spirit is WHY Apple exists. Apple
knows their WHY and so do we. Agree with them or not, we know
what they believe because they tell us.
Speak Clearly and Ye Shall Be Clearly Understood
An organization is represented by the cone in the three-dimensional
view of The Golden Circle. This organized system sits atop another
system: the marketplace. The marketplace is made up of all the cus-
tomers and potential customers, all the press, the shareholders, all
the competition, suppliers and all the money. This system is

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inherently chaotic and disorganized. The only contact that the
organized system has with the disorganized system is at the base—
at the WHAT level. Everything an organization says and does
communicates the leader’s vision to the outside world. All the
products and services that the company sells, all the marketing and
advertising, all the contact with the world outside communicate
this. 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, this is not an issue because the
founder has plenty of direct contact with the outside world. Trusted
HOW-types may be in short supply and the founder opts to make a
majority of the big decisions. The founder or leader actually goes
out and talks to customers, sells the product and hires most if not all
the employees. As the company grows, however, systems and
processes are added and other people will join. The cause embodied
by an individual slowly morphs into a structured organization and
the cone starts to take shape. As it grows, the leader’s role changes.
He will no longer be the loudest part of the megaphone; he will
become the source of the message that is to flow through the
megaphone.
When a company is small, it revolves around the personality of
the founder. There is no debate that the founder’s personality is the
personality of the company. Why then do we think things change
just because a company is successful? What’s the difference between
Steve Jobs the man and Apple the company? Nothing. What’s the
difference between Sir Richard Branson’s personality and Virgin’s
personality? Nothing. As a company grows, the CEO’s job is to per-
sonify the WHY. To ooze of it. To talk about it. To preach it. To be a
symbol of what the company believes. They are the intention and
WHAT the company says and does is their voice. Like Martin Lu-

KNOW WHY, KNOW HOW, THEN WHAT?
175
ther King and his social movement, the leader’s job is no longer to
close all the deals; it is to inspire.
As the organization grows, the leader becomes physically re-
moved, farther and farther away from WHAT the company does,
and even farther away from the outside market. I love asking CEOs
what their biggest priority is, and, depending on their size or struc-
ture, I generally get one of two answers: customers or shareholders.
Sadly, there aren’t many CEOs of companies of any reasonable size
who have daily contact with customers anymore. And customers
and shareholders alike both exist outside the organization in the
chaotic world of the marketplace. Just as the cone demonstrates, the
CEO’s job, the leader’s responsibility, is not to focus on the outside
market—it’s to focus on the layer directly beneath: HOW. The leader
must ensure that there are people on the team who believe what
they believe and know HOW to build it. The HOW- types are
responsible for understanding WHY and must come to work every
day to develop the systems and hire the people who are ultimately
responsible for bringing the WHY to life. The general employees are
responsible for demonstrating the WHY to the outside world in
whatever the company says and does. The challenge is that they are
able to do it clearly.
Remember the biology of The Golden Circle. The WHY exists in
the part of the brain that controls feelings and decision-making but
not language. WHATs exist in the part of the brain that controls
rational thought and language. Comparing the biology of the brain
to the three-dimensional rendering of The Golden Circle reveals a
profound insight.

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176

The leader sitting at the top of the organization 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
represents the rational thought and language of the neocortex. Just
as it is hard for people to speak their feelings, like someone trying to
explain why they love their spouse, it is equally hard for an
organization to explain its WHY. The part of the brain that controls
feelings and the part that controls language are not the same. Given
that the cone is simply a three-dimensional rendering of The Golden
Circle, which is firmly grounded in the biology of human decision-
making, the logic follows that organizations of any size will struggle
to clearly communicate their WHY. Translated into business terms
this means that trying to communicate your differentiating value
proposition is really hard.
Put bluntly, the struggle that so many companies have to dif-
ferentiate or communicate their true value to the outside world is
not a business problem, it’s a biology problem. And just like a per-

KNOW WHY, KNOW HOW, THEN WHAT?
177
son struggling to put her emotions into words, we rely on meta-
phors, imagery and analogies in an attempt to communicate how we
feel. Absent the proper language to share our deep emotions, our
purpose, cause or belief, we tell stories. We use symbols. We create
tangible things for those who believe what we believe to point to
and say, “That’s why I’m inspired.” If done properly, that’s what
marketing, branding and products and services become; a way for
organizations to communicate to the outside world. Communicate
clearly and you shall be understood.

178

179
10

COMMUNICATION IS NOT ABOUT
SPEAKING, IT’S ABOUT LISTENING
Martin Luther King Jr., a man who would become a symbol of the
entire civil rights movement, chose to deliver his famous “I Have 0
Dream” speech in front of another symbol: the Lincoln Memorial,
Like King, Lincoln stands (or in the case of the memorial, sits) as a
symbol of the American value of freedom for all. Great societies
understand the importance of symbols as a way of reinforcing their
values, of capturing their beliefs. Dictators understand the impor-
tance of symbols all too well. But in their case, the symbols are
usually of them and not of a larger belief. Symbols help us make tan-
gible that which is intangible. And the only reason symbols have
meaning is because we infuse them with meaning. That meaning
lives in our minds, not in the item itself. Only when the purpose,
cause or belief is clear can a symbol command great power.
The flag, for example, is nothing more than a symbol of out
nation’s values and beliefs. And we follow the flag into battle. That’s
some serious power. Ever notice the patch of the American flag on a
soldier’s right arm? It’s backward. There was no mistake made, it’s
like that on purpose. A flag flying on a staff, as an army was rushing
into battle, would appear backward if viewed from the right side, To

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put it the other way around on the right shoulder would appeal as if
the soldier were in retreat.
Our flag is infused with so much meaning that some have tried
to pass laws banning its desecration. It’s not the material out of
which the flag is sewn that these patriots aim to protect. The laws
they propose have nothing to do with the destruction of property.
Their goal is to protect the meaning the symbol represents: the
WHY. The laws they drafted tried to protect the intangible set of
values and beliefs by protecting the symbol of those values and
beliefs. Though the laws have been struck down by the Supreme
Court, they have spurred contentious and emotionally charged de-
bates. They pit our desire for freedom of expression with our desire
to protect a symbol of that freedom.
Ronald Reagan, the Great Communicator, knew all too well the
power of symbols. In 1982, he was the first president to invite a
“hero” to sit in the balcony of the House chamber during the State of
the Union address, a tradition that has continued every year since.
A man who exuded optimism, Reagan knew the value of
symbolizing the values of America instead of just talking about
them. His guest, who sat with the First Lady, was Lenny Skutnik, a
government employee who had dived into the icy Potomac just
days before to save a woman who had fallen from a helicopter that
was attempting to rescue her after an Air Florida plane crashed into
the river. Reagan was trying to make a point, that words are hollow,
but deeds and values are deep. After he told Skutnik’s story he
waxed, “Don’t let anyone tell you that America’s best days are be-
hind her, that the American spirit has been vanquished. We’ve seen
it triumph too often in our lives to stop believing in it now.” Skutnik
became Reagan’s symbol of courage.
Most companies have logos, but few have been able to convert
those logos into meaningful symbols. Because most companies are
bad at communicating what they believe, so it follows that most

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181
logos are devoid of any meaning. At best they serve as icons to
identify a company and its products. A symbol cannot have any
deep meaning until we know WHY it exists in terms bigger than
simply to identify the company. Without clarity of WHY, a logo is
just a logo.
To say that a logo stands for quality, service, innovation and the
like only reinforces its status as just a logo. These qualities are about
the company and not about the cause. Don’t forget the dictators.
They understand the power of symbols, except the symbols are
often of them. Likewise, so many companies act like dictators—it’s
all about them and what they want. They tell us what to do, they tell
us what we need, they tell us they have the answers but they do not
inspire us and they do not command our loyalty. And to take the
analogy a step further, the way dictators maintain their power is
through fear, reward and every other manipulation they can think
of. People follow dictators not because they want to, but because
they have to. For companies to be perceived as a great leaders and
not dictators, all their symbols, including their logos, need to stand
for something in which we can all believe. Something we can all
support. That takes clarity, discipline and consistency.
For a logo to become a symbol, people must be inspired to use
that logo to say something about who they are. Couture fashion
labels are the most obvious example of this. People use them to
demonstrate status. But many of them are somewhat generic in
what they symbolize. There is a more profound example: Harley-
Davidson.
There are people who walk around with Harley-Davidson tat-
toos on their bodies. That’s insane. They’ve tattooed a corporate logo
on their skin. Some of them don’t even own the product! Why
would rational people tattoo a corporate logo on their bodies? The
reason is simple. After years of Harley being crystal clear about
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182
values and guiding principles and after years of being doggedly
consistent about everything they say and do, their logo has become
a symbol. It no longer simply identifies a company and its products;
it identifies a belief.
In truth, most people who tattoo Harley-Davidson logos on their
bodies have no idea what the stock price of Harley is. They have no
idea about some management shake-up the week before. That
symbol is no longer about Harley. The logo embodies an en- tire
value set—their own. The symbol is no longer about Harley, it’s
about them. Randy Fowler, a former U.S. Marine and now general
manager of a Harley-Davidson dealership in California, proudly
sports a large Harley tattoo on his left arm. “It symbolizes who I
am,” he says. “Mostly, it says I’m an American.” Customer and com-
pany are now one and the same. The meaning of Harley-Davidson
has value in people’s lives because, for those who believe in Harley’s
WHY, it helps them express the meaning of their own lives.
Because of Harley’s clarity, discipline and consistency, most will
know what that symbol means, even if you don’t subscribe to it
yourself. That’s the reason why when someone walks into a bar
with a big Harley logo on his arm we take a step back and give him
a wide berth. The symbol has become so meaningful, in fact, that 12
percent of Harley-Davidson revenues are strictly from merchan-
dising. That’s remarkable.
It’s not just logos, however, that can serve as symbols. Symbols
are any tangible representation of a clear set of values and beliefs.
An ink-stained finger for Iraqis was a symbol of a new beginning. A
London double-decker bus or a cowboy hat—both are symbols of
national cultures. But national symbols are easy because most
nations have a clear sense of culture that has been reinforced and
repeated for generations. It is not a company or organization that
decides what, it symbols mean, it is the group outside the mega-
phone, in the chaotic marketplace, who decide. If, based on the

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183
things they see and hear, the outsiders can clearly and consistently
report what an organization believes, then, and only then, can a
symbol start to take on meaning. It is the truest test of how effective
a megaphone has been produced—when clarity is able to filter all
the way through the organization and come to life in everything
that comes out of it.
Go back to Apple’s “1984” commercial at the beginning of
chapter 9. For those who have seen it, does it make you think about
Apple and its products or do you simply like the sentiment? Or the
line “Think Different,” does it speak to you?
If you’re a Mac customer, you probably loved this commercial; it
may even give you goose bumps when you watch it—a surefire test
that the WHY is connecting with you on a visceral or limbic level. In
fact, this commercial, after you learned it was from Apple, may have
reinforced your decision to buy a Mac, whether for the first time or
the tenth time. This commercial, like all Apple’s advertising, is one
of the things Apple has said or done that reinforces what they
believe. It is every bit consistent with the clear belief we know they
embody. And if the commercial speaks to you and you’re not an
Apple lover, odds are you still like the idea of thinking differently.
The message of that ad is one of the things Apple does to tell their
story. It is one of the WHATs to their WHY. It is a symbol. It is for
these reasons that we say of a piece of advertising; “It really speaks
to me.” It’s not really speaking to you, it’s speaking to the millions of
people who saw the ad. When we say that something like that
“speaks to me,” what we’re really saying is, through all this clutter
and noise, I can hear that. I can hear it and I will listen. This is what
it means for a message that comes out of the megaphone to resonate.
Everything that comes out of the base of the megaphone serves
as a way for an organization to articulate what it believes. What a
company says and does are the means by which the company
speaks. Too many companies put a disproportionate amount of

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184
weight on their products or services simply because those are the
things that bring in the money. But there are many more things at
the base of the megaphone that play an equal role in speaking to the
outside world. Though products may drive sales, they alone cannot
create loyalty. In fact, a company can create loyalty among people
who aren’t even customers. I spoke favorably of Apple long before I
bought one. And I spoke disparagingly of a certain PC brand even
though I’d been buying their products for years.
Apple’s clarity, discipline and consistency—their ability to build
a megaphone, not a company, that is clear and loud—is what has
given them the ability to command such loyalty. They are accused of
having a cultlike following. Those inside the company are often
accused of following the “cult of Steve.” All of these compliments or
insults are indications that others have taken on the cause and made
it their own. That experts describe their products and marketing as a
“lifestyle” reinforces that people who love Apple products are using
WHAT Apple does to demonstrate their own personal identity. We
call it “lifestyle marketing” because people have integrated
commercial products into the style of their lives. Apple, with great
efficiency, built a perfectly clear megaphone, leveraged the Law of
Diffusion and invited others to help spread the gospel. Not for the
company, for themselves.
Even their promotions and partnerships serve as tangible proof
of what they believe. In 2003 and 2004, Apple ran a promotion for
iTunes with Pepsi—the cola branded as “the choice of the next gen-
eration.” It made sense that Apple would do a deal with Pepsi, the
primary challenger to Coca-Cola, the status quo. Everything Apple
does, everything they say and do, serves as tangible proof of what
they believe. The reason I use Apple so extensively throughout this
book is that Apple is so disciplined in HOW they do things and so
consistent in WHAT they do that, love them or hate them, we all
have a sense of their WHY. We know what they believe.

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185
Most of us didn’t read books about them. We don’t personally
know Steve Jobs. We haven’t spent time roaming the halls of Apple’s
headquarters to get to know their culture. The clarity we have for
what Apple believes comes from one place and one place only:
Apple. People don’t buy WHAT you do, they buy WHY you do it,
and Apple says and does only the things they believe. If WHAT you
do doesn’t prove what you believe, then no one will know what
your WHY is and you’ll be forced to compete on price, service,
quality, features and benefits; the stuff of commodities. Apple has a
clear and loud megaphone and is exceptionally good at commu-
nicating its story.
The Celery Test
In order to improve HOW and WHAT we do, we constantly look to
what others are doing. We attend conferences, read books, talk to
friends and colleagues to get their input and advice, and sometimes
we are also the dispensers of advice. We are in pursuit of
understanding the best practices of others to help guide us. But it is
a flawed assumption that what works for one organization will
work for another. Even if the industries, sizes and market conditions
are the same, the notion that “if it’s good for them, it’s good for us” is
simply not true.
I know of a company with an amazing culture. When asked; the
employees say they love that all the conference rooms have ping-
pong tables in them. Does that mean that if you were to put ping-
pong tables in all your conference rooms your culture would
improve? Of course not. But this is an example of “best practices.”
The idea that copying WHAT or HOW things are done at high-
performing organizations will inherently work for you i$ just not
true. Like the Ferrari and the Honda, what is good for on