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1、How great leaders inspire actionHow do you explain when things dont go as we assume?Or better, how do you explainwhen others are able to achieve things that seem to defy all of the assumptions?For example:Why is Apple so innovative?Year after year, after year,theyre more innovative than all their co
2、mpetition.And yet, theyre just a computer company.Theyre just like everyone else.They have the same access to the same talent,the same agencies,the same consultants, the same media.Then why is it that they seem to have something different?Why is it that Martin Luther King led the Civil Rights Moveme
3、nt?He wasnt the only man who suffered in pre-civil rights America,and he certainly wasnt the only great orator of the day.Why him?And why is it that the Wright brotherswere able to figure out controlled, powered man flightwhen there were certainly other teamswho were better qualified, better funded
4、-and they didnt achieve powered man flight,and the Wright brothers beat them to it.Theres something else at play here.1:17About three and a half years ago, I made a discovery.And this discovery profoundly changed my view on how I thought the world worked,and it even profoundly changed the way in whi
5、ch I operate in it.As it turns out, theres a pattern.As it turns out, all the great inspiring leaders and organizations in the world,whether its Apple or Martin Luther King or the Wright brothers,they all think, act and communicate the exact same way.And its the complete opposite to everyone else.Al
6、l I did was codify it,and its probably the worlds simplest idea.I call it the golden circle.2:07Why? How? What?This little idea explainswhy some organizations and some leaders are able to inspire where others arent.Let me define the terms really quickly.Every single person, every single organization
7、 on the planetknows what they do, 100 percent.Some know how they do it,whether you call it your differentiated value propositionor your proprietary process or your USP.But very, very few people or organizations know why they do what they do.And by why I dont mean to make a profit.Thats a result. Its
8、 always a result.By why, I mean: Whats your purpose?Whats your cause? Whats your belief?Why does your organization exist?Why do you get out of bed in the morning?And why should anyone care?As a result, the way we think, we act,the way we communicate is from the outside in, its obvious.We go from the
9、 clearest thing to the fuzziest thing.But the inspired leaders and the inspired organizations -regardless of their size, regardless of their industry -all think, act and communicate from the inside out.3:13Let me give you an example.I use Apple because theyre easy to understand and everybody gets it
10、.If Apple were like everyone else,a marketing message from them might sound like this:We make great computers.Theyre beautifully designed, simple to use and user friendly.Want to buy one?Meh.Thats how most of us communicate.Thats how most marketing and sales are done,thats how we communicate interpe
11、rsonally.We say what we do,we say how were different or betterand we expect some sort of a behavior,a purchase, a vote, something like that.Heres our new law firm:We have the best lawyers with the biggest clients,we always perform for our clients.Heres our new car:It gets great gas mileage, it has l
12、eather seats.Buy our car.But its uninspiring.4:00Heres how Apple actually communicates.Everything we do, we believe in challenging the status quo.We believe in thinking differently.The way we challenge the status quois by making our products beautifully designed,simple to use and user friendly.We ju
13、st happen to make great computers.Want to buy one?Totally different, right?Youre ready to buy a computer from me.I just reversed the order of the information.What it proves to us is that people dont buy what you do;people buy why you do it.4:35This explains why every single person in this roomis per
14、fectly comfortable buying a computer from Apple.But were also perfectly comfortablebuying an MP3 player from Apple, or a phone from Apple,or a DVR from Apple.As I said before, Apples just a computer company.Nothing distinguishes them structurally from any of their competitors.Their competitors are e
15、qually qualified to make all of these products.In fact, they tried.A few years ago, Gateway came out with flat-screen TVs.Theyre eminently qualified to make flat-screen TVs.Theyve been making flat-screen monitors for years.Nobody bought one.Dell came out with MP3 players and PDAs,and they make great
16、 quality products,and they can make perfectly well-designed products -and nobody bought one.In fact, talking about it now, we cant even imaginebuying an MP3 player from Dell.Why would you buy one from a computer company?But we do it every day.People dont buy what you do; they buy why you do it.The goal is not to do business wit
