Book Reviews

Start With Why by Simon Sinek -Book Notes, Summary, and Review

1. Start With Why - Simon Sinek

Get it on Amazon

Rating: 8/10

Date of reading: 20th – 30th of December, 2017

Description: The book describes the Golden Circle – the Why (Why you do what you do), the How (How you do what you do), and What (What you actually do). All companies know what they do, some companies know how they do it, but only a handful of them know why they do what they do. The secret lies in leading with why you do what you do.

 

My notes:

 

Introduction: Why Start with Why?

 

“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 dedicated 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.” ( :9)

 

PART I
A WORLD THAT DOESN’T START WITH WHY

 

“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.” ( :18)

“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 shortterm 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.” ( :22)

“There’s barely a product or service on the market today that customers 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.” ( :24)

“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.” ( :29)

“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.” ( :30)

“If fear motivates us to move away from something horrible, aspirational messages tempt us toward something desirable.” ( :31)

“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.” ( :31)

“Aspirational messages can spur behavior, but for most, it won’t last.” ( :31)

“”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.”” ( :32)

“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.” ( :34)

“And that’s the reason these features are more a novelty than an innovation.” ( :35)

“And that’s the reason these features are more a novelty than an innovation. They are added in an attempt to differentiate, but not reinvent.” ( :35)

“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.” ( :40)

“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.”” ( :41)

 

PART 2
AN ALTERNATIVE PERSPECTIVE

 

“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 products or services a company sells or the job function they have within that system. WHATs are easy to identify.” ( :50)

“HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “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:” ( :50)

“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?” ( :50)

“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?” ( :51)

“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?” ( :52)

“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.” ( :53)

“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.” ( :54)

“Apple did not invent the mp3, nor did they invent the technology 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.” ( :55)

“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.” ( :56)

“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 simpler alternatives.” ( :57)

“It limited how they thought of themselves. The change wasn’t practical, it was philosophical.” ( :57)

“There are those who still believe that Apple’s difference comes from its marketing ability. Apple “sells a lifestyle,” marketing professionals will tell you.” ( :59)

“Then how come these marketing professionals haven’t intentionally repeated Apple’s success and longevity for another company?” ( :59)

“No matter how clear your WHY, if WHAT you sell doesn’t work, the whole” ( :59)

“THE GOLDEN CIRCLE thing falls flat. 53” ( :60)

“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.” ( :61)

“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.” ( :61)

“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 business. 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.” ( :62)

“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.” ( :65)

“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 everyone 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.” ( :65)

“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.” ( :67)

“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 decisionmaking, but it has no capacity for language.” ( :68)

“When we communicate from the outside in, when we communicate WHAT we do first, yes, people can understand vast amounts of complicated information, like facts and features, but it does not drive behavior.” ( :68)

“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.” ( :69)

“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.”” ( :69)

“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.” ( :69)

“Richard Restak, a wellknown neuroscientist, talks about this in his book The Naked Brain.” ( :70)

“”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.”” ( :73)

“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.” ( :74)

“Feeling clean was more important to people than being clean.” ( :74)

“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?” ( :75)

“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.” ( :76)

“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.” ( :76)

“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.” ( :77)

“HOWs are your values or principles that guide HOW to bring your cause to life.” ( :79)

“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.” ( :79)

“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.”” ( :80)

“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.” ( :80)

“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.” ( :80)

“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.” ( :81)

“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 International 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 airline to do it.” ( :84)

“”We compete against the car and the bus.” But what they meant was, “We’re the champion for the common man.”” ( :84)

“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.” ( :84)

“At the time, Southwest had two price categories: nights/weekends and daytime. That was it.” ( :85)

“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 Southwest. “He loves Southwest,” Putnam says with a grin when he tells the story.” ( :85)

“Everything about them reflects the original cause King and Kelleher set out to champion decades earlier. It has never veered.” ( :86)

“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.” ( :86)

“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.” ( :87)

“Loyalty, real emotional value, exists in the brain of the buyer, not the seller.” ( :88)

“”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 goodlooking.” “I’ve actually done pretty well for myself.”” ( :89)

“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.” ( :89)

“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 decisionmaking, WHATs should be used as proof of WHY, and the date plainly fell flat.” ( :90)

“”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 different 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 goodlooking. I’m very lucky that I’m doing something that I love, I’ve actually been able to do pretty well because of it.”” ( :90)

“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.” ( :93)

“The goal of business should not be to do business with anyone who simply wants what you have. It should be to focus on the people who believe what you believe. When we are selective about doing business only with those who believe in our WHY, trust emerges.” ( :94)

 

PART 3
LEADERS NEED A FOLLOWING

 

“Herb Kelleher, the head of Southwest for twenty years, was considered a heretic for positing the notion that it is a company’s responsibility 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.” ( :99)

“Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain.” ( :100)

“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.” ( :100)

“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.” ( :104)

“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 together. 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.” ( :106)

“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, eventually, 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.” ( :107)

“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.”” ( :108)

“In the 1970s, Southwest Airlines decided to put their flight attendants in hot pants and go-go boots as part of their uniforms (hey, it was the 1970s).” ( :110)

“Unlike Pacific Southwest, however, Southwest figured out something that would prove invaluable. 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.” ( :110)

“”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.”” ( :111)

“bicycle shop. Not a single person working on the team, including Orville and Wilbur, had a college education; some did not even finish high school. What the Wright brothers were doing wasn’t any different from Langley or all the others trying to build a flying machine. 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 machine, it would change the world. They imagined the benefits to everyone else if they were successful.” ( :114)

“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.” ( :118)

“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.” ( :123)

“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 looking down sees only smiles. But all too often, those at the bottom looking up see only asses.” ( :127)

“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.” ( :128)

“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 shareholders 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.”” ( :129)

“They also ignored the Law of Diffusion of Innovations.” ( :135)

“In his 1962 book Diffusion of Innovations, Everett M. Rogers was the first to formally describe how innovations spread through society. Thirty years later, in his book Crossing the Chasm, Geoffrey Moore expanded on Rogers’s ideas to apply the principle to hightech product marketing. But the Law of Diffusion of Innovations explains much more than just the spread of innovation or technology. It explains the spread of ideas.” ( :135)

“When we sit on one side of the spectrum, we often have a hard time understanding those on the other side because 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.” ( :138)

“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.” ( :139)

“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.” ( :139)

“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.” ( :140)

“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 own WHYs.” ( :140)

“status; they are a verb in the English language, “to TiVo.” They were well funded with venture capital and had a technology 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.” ( :142)

“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.” ( :144)

“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.”” ( :145)

“On August 28, 1963, 250,000 people from across the country descended 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?” ( :147)

“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 needs to be passed.” ( :147)

“People heard his beliefs and his words touched them deep inside. 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.” ( :149)

“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.” ( :149)

“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 people 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.” ( :149)

“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.”” ( :150)

 

PART 4
HOW TO RALLY THOSE WHO BELIEVE

 

“Energy Excites. Charisma Inspires.” ( :154)

“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.” ( :155)

“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.” ( :155)

“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.” ( :156)

“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.” ( :156)

“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 prosecutor. 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.” ( :157)

“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.” ( :157)

“But none of them could have imagined WHAT they would be doing when they were young.” ( :158)

“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 actions. 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.” ( :159)

“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.” ( :160)

“The pessimists are usually right, to paraphrase Thomas Friedman, author of The World Is Flat, but it’s the optimists who change the world.” ( :161)

“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.” ( :162)

“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” ( :162)

“START WITH WHY an empire,” wrote Bob Thomas, a Disney biographer. “A brilliant financier and businessman, 156” ( :163)

“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.” ( :164)

“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 HOWtype 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.” ( :164)

“Many reading this may remember that Oprah Winfrey once gave away a free car to every member of her studio audience. 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.” ( :168)

“Many reading this may remember that Oprah Winfrey once gave away a free car to every member of her studio audience. 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.” ( :168)

“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.” ( :170)

“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” ( :170)

“have to stand here,” they replied. “Are you sure?” he asked rhetorically. “How do you know it’s not telling us to run?”” ( :171)

“They have always been the unintended byproduct 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.” ( :171)

“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 something 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.” ( :173)

“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.” ( :174)

“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.” ( :175)

“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 status 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.” ( :179)

“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 personify the WHY. To ooze of it. To talk about it. To preach it. To be a symbol of what the company believes.” ( :181)

“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 behind 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.” ( :187)

“The symbol has become so meaningful, in fact, that 12 percent of Harley-Davidson revenues are strictly from merchandising. That’s remarkable.” ( :189)

“the” ( :189)

“”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.” ( :190)

“Filtering your decisions through your WHY, you spend less time at the supermarket and you spend less money, so there’s an efficiency advantage also. You’re guaranteed to get value out of all the products you bought. And, most importantly, when you’re standing in line with your products in your arms, everybody can see what you believe. With only celery and rice milk it’s obvious to people walking by what you believe. “I can see that you believe in looking after your health,” they may say to you. “I feel the same way| I have a question for you.” Congratulations. You just attracted ^ customer, an employee, a partner or a referral simply by making the right decisions. Simply ensuring that WHAT you do proves what you believe makes it easy for those who believe what you believe to find you. You have successfully communicated your WHY* based on WHAT you do.” ( :194)

“But here’s the best part. As soon as I told you the WHY, you knew that we were going to buy only celery and rice milk even before you read it. As soon as I gave you the filter, as soon as I said the WHY, you knew exactly what decisions to make before I said so. That’s called scale.” ( :195)

“Southwest Airlines also passes the Celery Test. The company has been so consistent over time that we almost know what to expect from them. The airline offers only open seating on its flights, for example. It’s one of the things they do to prove that they believe in freedom. It just makes sense. A company that serves the common” ( :196)

“START WITH WHY man and values equality for all so much could never have a class structure. If Delta or United or Continental tried to do the same, it wouldn’t make sense, open seating doesn’t fit their way. 190” ( :197)

“Toyota and Honda knew this better than Volkswagen. When they decided to add luxury models to their lineups, they created new brands, Lexus and Acura respectively, to do it. Toyota had become a symbol of efficiency and affordability to the general population. They had built their business on a suite of low-cost cars. They knew that the market would not pay a premium for a luxury car with the same name or with the same logo on the hood. Although a luxury car, Lexus is still another WHAT to Toyota’s WHY. It still embodies the same cause as the Toyota-branded cars, and the values of the company are the same. The only difference is WHAT they are doing to bring that cause to life.” ( :198)

 

PART 5
THE BIGGEST CHALLENGE IS SUCCESS

 

“By the time Sam Walton died, he had taken Wal-Mart from a; single store in Bentonville, Arkansas, and turned it into a retail colossus with $44 billion in annual sales with 40 million people shopping in the stores per week. But it takes more than a competitive nature, a strong work ethic and a sense of optimism to build a company big enough to equal the twenty-third-largest economy in the world.” ( :203)

“The odds; however, are significantly stacked against them. There are 27.7 million registered businesses in the United States today and only a thousand of them get to be FORTUNE 1000 companies, which these days requires about $1.5 billion in annual revenues. That1 means that less than .004 percent of all companies make it to the illustrious list. To have such an impact, to build a company to a size where it can drive markets, requires something more.” ( :203)

“This was a much bigger concept than simply “passing on the savings.” To Walton, the inspiration came not simply from customer service but from service itself. Wal-Mart was WHAT Walton built to serve his fellow human beings. To serve the community, to serve employees and to serve customers. Service was a higher cause. The problem was that his cause was not clearly handed down after he died. In the post-Sam era, Wal-Mart slowly started to confuse WHY it existed—to serve people—with HOW it did business—to offer low prices. They traded the inspiring cause of serving people for a manipulation. They forgot Walton’s WHY and their driving motivation became all about “cheap.” In stark contrast to the founding cause that Wal-Mart originally embodied, efficiency and margins became the name of the game. “A computer can tell you down to the dime what you’ve sold, but it can never tell you how much you could have sold,” said Walton.” ( :204)

“In one of the more ironic violations of Walton’s founding beliefs, Wal-Mart has been unable to laugh at itself or learn from its scandals. “Celebrate your successes,” said Walton. “Find some humor in your failures. Don’t take yourself so seriously. Loosen up and everybody around you will loosen up.” Instead of admitting that things aren’t what they used to be, Wal-Mart has done the opposite.” ( :205)

“What has changed is that their WHY went fuzzy. And we all know it. A company once so loved is simply not as loved any- 1 more. The negative feelings we have for the company are real, but the part of the brain that is able to explain why we feel so negatively toward them has trouble explaining what changed. So we rationalize and point to the most tangible things we can see—size and money.” ( :206)

“It’s too easy to say that all they care about is their bottom line. All companies are in business to make money, but being successful at it is not the reason why things change so drastically. That only points to a symptom. Without understanding the reason it happened in the first place, the pattern will repeat for every other company that makes it big. It is not destiny or some mystical business cycle that transforms successful companies into impersonal goliaths. It’s people.” ( :206)

“I had the honor of attending the Gathering of Titans as a guest a few years ago. I expected it to be another group of entrepreneurs getting together to talk shop. I expected to hear discussions and presentations about maximizing profits and improving systems. But what I witnessed was profoundly different. In fact, it was the complete opposite. On the first day, someone asked the group how many of them had achieved their financial goals. About 80 percent of the hands went up. I thought that alone was quite impressive. But it was the answer to the next question that was so profound. With their hands still in the air, the group was then asked, “How many of you fed successful?” And 80 percent of the hands went down. Here was a room full of some of America’s brightest entrepreneurs, many of them multimillionaires, some of whom don’t need to work anymore if they don’t want to, yet most of them still didn’t feel like they had succeeded.” ( :207)

“Whereas gut was the filter for early decisions, rational cases and empirical data often serve as the sole basis for later decisions. For all organizations that go through the split, they are no longer inspired by a cause greater than themselves. They simply come to work, manage systems and work to reach certain preset goals. There is no longer a cathedral to build. The passion is gone and inspiration is at a minimum. At that point, for most who show up every day what they do is just a job.” ( :214)

“hit by a school bus, would the organization continue to thrive at the same pace without them at the helm? So many organizations are built on the force of a single personality that their departure can cause significant disruption. The question isn’t if it happens—all founders eventually leave or die— it’s just a question of when and how prepared the organization is for the inevitable departure. The challenge isn’t to cling to the leader; it’s to find effective ways to keep the founding vision alive forever.” ( :216)

“At Bridgeport Financial, bonuses were not given for the amount of money that was collected; they were given based on how many “thank you” cards her agents sent out. This is harder than it sounds. Sending out a card thanking someone for the time they spent talking on the phone requires a few things. First, Harbridge had to hire people who believed what she believed. She had to hire good fits.” ( :220)

“What about her financial results, the ones most businesses pursue first? Bridgeport Financial collected 300 percent more than the industry average.” ( :221)

“Money is a perfectly legitimate measurement of goods sold or services rendered. But it is no calculation of value. Just because somebody makes a lot of money does not mean that he necessarily provides a lot of value. Likewise, just because somebody makes little money does not necessarily mean he provides only a little value. Simply by measuring the number of goods sold or the money brought in is no indication of value. Value is a feeling, not a calculation. It is perception. One could argue that a product with more bells and whistles that sells for less is the greater value. But by who’s standard?” ( :222)

“When Gates founded Microsoft with Paul Allen in 1975, he did so to advance a higher cause: if you give people the right tools, and make them more productive, then everyone, no matter their lot in life, will have an opportunity to achieve their real potential, “A PC in every home and on every desk,” he envisioned; remarkable from a company that didn’t even make PCs. He saw the PC as the great equalizer. Microsoft’s most successful software, Windows, allowed anyone to have access to powerful technology. Tools like Word, Excel and PowerPoint gave everyone the power to realize the promise of the new technology—to become more efficient and productive. Small businesses, for example, could look and act like big businesses. Microsoft’s software helped Gates advance his cause to empower the “everyman.” Make no mistake, Microsoft has done more to change the world than Apple.” ( :224)

“He is a man with a gift for managing the WHAT line. Like John Sculley at Apple, Jim Donald at Starbucks and Kevin Rollins at Dell—all the CEOs who replaced the visionary founders or executives—Ballmer might be the perfect man to work alongside a visionary, but is he the perfect man to replace one? The entire culture of all these companies was built around one man’s vision. The only succession plan that will work is to find a CEO who believes in and wants to continue to lead that movement, not replace it with their own vision of the future. Ballmer knows how to rally the company, but can he inspire it?” ( :231)

“Great second or third CEOs don’t take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation. That’s why we call it succession, not replacement. There is a continuity of vision. One of the reasons Southwest Airlines has been so good at succession is because its cause is so ingrained in its culture, and the CEOs who took over from Herb Kelleher also embodied the cause.” ( :231)

“Wal-Mart never went through a split under Walton’s command, because Walton never forgot where he came from. “I still can’t believe it was news that I get my hair cut at the barbershop. Where else would I get it cut?” he said. “Why do I drive a pickup truck? What am I supposed to haul my dogs around in, a Rolls-Royce?” Often seen wearing his signature tweed jacket and a trucker’s cap, Walton was the embodiment of those he aimed to serve—the average-Joe American.” ( :234)

“Costco’s advantage is that the embodiment of their WHY, Jim Sinegal, is still there. The things he says and does help reinforce to all those around him what the company stands for. Staying true to that WHY, Sinegal draws a $430,000 salary, a relatively small amount given the size and success of the company. At Wal-Mart’s peak, Sam Walton never took a salary of more than $350,000 per year, also consistent with what he believed.” ( :237)

“Michael T. Duke, who took over as CEO in early 2009. Duke’s goal is to restore the luster and the clarity of Wal-Mart’s WHY. And to do it, he started by paying himself an annual salary of $5.43 million.” ( :237)

 

PART 6
DISCOVER WHY

 

“The personalities of Jobs and Apple are exactly the same. In fact, the personalities of all those who are viscerally drawn to Apple are similar. There is no difference between an Apple customer and an Apple employee. One believes in Apple’s WHY and chooses to work for the company, and the other believes in Apple’s WHY and chooses to buy its products.” ( :243)

“The die-hards outside the company are said to be a part of the cult of Apple. The die-hards inside the company are said to be a part of the “cult of Steve.”” ( :243)

“Perhaps it is no coincidence that Microsoft Windows sits on 96 percent of the world’s computers whereas Apple maintains about 2.5 percent. Most people don’t want to challenge the status quo.” ( :244)

“Conservative estimates put the numbers at three to one. But some historians have said the English army was outnumbered by six to one. Regardless of which estimates you choose to believe, the prospects for Henry V, king of England, did not look good. It was late October in the year 1415 and the English army stood ready to do battle against a much bigger French force at Agincourt in northern France. But the numbers were just one of Henry’s problems.” ( :245)

“The English had one vital piece of technology that was able to confound the French and start a chain of events that would ultimately result in a French defeat. The English had the longbow, a weapon with astounding range for its time. Standing far from the battlefield, far enough away that heavy armor was not needed; the English could look down into the valley and shower the French with arrows. But technology and range aren’t what give an arrow its power. By itself, an arrow is a flimsy stick of wood with a sharpened tip and some feathers. By” ( :245)

“Before it can gain any power or achieve any impact, an arrow must be pulled backward, 180 degrees away from the target. And that’s also where a WHY derives its power. The WHY does not come from looking ahead at what you want to achieve and figuring out an appropriate strategy to get there. It is not born out of any! market research. It does not come from extensive interviews with customers or even employees. It comes from looking in the completely opposite direction from where you are now. Finding WHY is a process of discovery, not invention.” ( :246)

“Gaining clarity of WHY, ironically, is not the hard part. It is the discipline to trust one’s gut, to stay true to one’s purpose, cause or beliefs.” ( :246)

“The depression made me paranoid. I was convinced I was going to go out of business. I was convinced I was going to be evicted from my apartment. I was certain anyone who worked for me didn’t like me and that my clients knew I was a fraud. I thought everyone I met was smarter than me.” ( :248)

“If things were to change, I knew I needed to learn to implement more structure before everything crashed. I attended conferences, read books and asked successful friends for advice on how to do it. It was all good advice, but I couldn’t hear it. No matter what I was told, all I could hear was that I was doing everything wrong. Trying to fix the problem didn’t make me feel better, it made me feel worse. I felt more helpless. I started having desperate thoughts, thoughts that for an entrepreneur are almost worse than suicide: I thought about getting a job. Anything. Anything that would stop the feeling of falling I had almost every day.” ( :249)

“How has Apple been able to so consistently outmarket their competition over and over and over? What did Harley-Davidson do so well that they were able to create a following of people so loyal that they would tattoo a corporate logo on their bodies? Why did people love Southwest Airlines so much—they aren’t really that special… are they? In an attempt to codify why these worked, I developed a simple concept I called The Golden Circle. But my little theory sat buried in my computer files. It was a little pet project With no real application, just something I found interesting.” ( :250)

“Though The Golden Circle and the concept of WHY was working for me, I wanted to show it to others. I had a decision to make: do I try to patent it, protect it and use it to make lots of money, or do I give it away? This decision was to be my first Celery Test. My WHY is to inspire people to do the things that inspire them, and if I am to be authentic to that cause there was only one decision to make—to give it away, to talk about it, to share it.” ( :252)

“But this is not a story of “when the going gets tough, the tough get going.” This is not a story of “when you fall down, pick yourself up.” Those are great lessons to learn, without a doubt, but we don’t need Ben Comen to teach us those lessons. There are dozens of others we can look to for that, like an Olympic athlete, for example, who suffered an injury just months before the games only to come back to win a medal. Ben’s lesson is deeper.” ( :255)

“Ben is the only runner who, when he finishes, has a hundred people running behind him. What Ben teaches us is special. When you compete against everyone else, no one wants to help you. But when you compete against” ( :255)

“wants to help you. Olympic athletes don’t help each other. They’re competitors. Ben starts every race with a very clear sense of WHY he’s running. He’s not there to beat anyone but himself. Ben never loses sight of that. His sense of WHY he’s running gives him the strength to keep going. To keep pushing. To keep getting up. To keep going. And to do it again and again and again. And every day he runs, the only time Ben sets out to beat is his own.” ( :256)

“, “Because the work we’re doing now is better than the work we were doing six months ago. And the work we’ll be doing six months from now will be better than the work we’re doing today.” ( :256)

“THE NEW COMPETITION yourself, everyone wants to help you. 249” ( :256)

“If you believe what we believe and you believe that the things we do can help you, then we’re better. If you don’t believe what we believe and you don’t believe the things we can do will help you, then we’re not better.” ( :257)

“No matter the size of the organization, no matter the industry, no matter the product or the service, if we all take some responsibility to start with WHY and inspire others to do the same, then, together, we can change the world. And that’s pretty inspiring.” ( :257)

“Kirt Gunn, whose brilliant storytelling mind inspired the split.” ( :260)

“To my late grandfather, Imre Klaber, who showed me that it is more fun to be slightly eccentric than to be completely normal.” ( :261)

“Steve and Susan Sinek, who always encouraged me to follow the beat of my own drum.” ( :261)

“Ken Blanchard, of Tom Friedman and of Seth Godin, The Starfish and the Spider by Ori Brafman and Rod Beckstrom, First, Break All the Rules by Marcus Buckingham, Good to Great by Jim Collins, The 7 Habits of Highly Effective People by Stephen Covey, The 4-Hour Workweek by Tim Ferriss, Never Eat Alone by Keith Ferrazzi, E-Myth by Michael Gerber, The Tipping Point and Outliers by Malcolm Gladwell, Chaos by James Gleick, Emotional Intelligence by Daniel Goleman, Made to Stick by Chip and Dan Heath, Who Moved My Cheese? by Spencer Johnson, M.D., The Monk and the Riddle by” ( :261)

“Randy Komisar, The Five Dysfunctions of a Team by Patrick Lencioni, Freakanomics by Steven D. Levitt and Stephen J. Dubner, FISH! By Stephen Lundin, Harry Paul, John Christensen and Ken Blanchard, The Naked Brain by Richard Restack, Authentic Happiness by Martin Seligman, The Wisdom of Crowds by James Surowiecki, The Black Swan by Nicholas Taleb, American Mania by Peter Whybrow, M.D.,” ( :262)

“Randy Komisar, The Five Dysfunctions of a Team by Patrick Lencioni, Freakanomics by Steven D. Levitt and Stephen J. Dubner, FISH! By Stephen Lundin, Harry Paul, John Christensen and Ken Blanchard, The Naked Brain by Richard Restack, Authentic Happiness by Martin Seligman, The Wisdom of Crowds by James Surowiecki, The Black Swan by Nicholas Taleb, American Mania by Peter Whybrow, M.D., and the single most important book everyone should read, the book that teaches us that we cannot control the circumstances around us, all we can control is our attitude—Man’s Search for Meaning by Viktor Frankl.” ( :262)


Check out more book notes at How I Read 90 Books In The Past 2 Years By Reading 20 Pages A Day

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