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1、How do you explain when things dont go as your assume? or better ,how do you explain when others are able to achieve things than the seems to defy all of the assumptions. For example, why is apple so innovative, year after year, after year, after year, than they are more innovative all their competi
2、tion. And yet, they are just a computer company, theyre just like everyone else. They have the same access, to the same talent, the same agencies, the same consultant, the same Medias. Then why is it that they seem to have some different. why is that Martin Luther King led the Civil Rights Movement.
3、 He wasnt the only men who suffered in a pre-civil rights America. And he certainly wasnt the only great orator of the day, why him, and why is that the Wright brothers was able to figure out control powered manned flight. When they are certainly other teams who are better qualified, better funded,
4、and they didnt achieve powered man flight, and the Wright brothers beat them to it, there is something else at play here. About three and a half year ago, I mad a discover and this discovery profoundly changed my view on how I though the world worked, and it even profoundly changed the way in which
5、I operate in it. And it turns out- there is a pattern, and it turns out, all the great and inspiring leaders and organizations in the world, whether its apple, or Martin Luther King or the Wright brothers, they all think, act and communication the exact same way, and its the complete opposite to eve
6、ryone else. And I did was codify it, and it probably the worlds simplest idea, I call it golden circle. Why? How? What? This little ideas explains, why some organizations and some leaders are able to inspire where others arent. let me define the terms really quickly, every single person, every singl
7、e organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition, or 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 pro
8、fit”, that a result, its 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 the bed in the morning? And why should anyone care? Well as a result, the way we think, the way we act, he way we communication
9、is from the outside in. its obvious, we go from the clearest thing to the fuzziest thing. But the inspired leaders and inspired organizations, regardless of their size, regardless of their industry, all thing, act and communicate from the inside out. Let me give your example, I use Apple because the
10、yre easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: we make great computers, theyre beautiful designed, simple to use and user friendly. Want to buy one? And thats how most of us communication. Thats how most marketing
11、is done. Thats how most sales are done. And thats how most of us communication interpersonally. We say what we do,we say how were different or how were better, and 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 bi
12、ggest clients, we always perform for our clients who do business with us. Heres new car, it gets great gas mileage, it has leather seats. Buy our car. But its uninspiring. Heres how Apple actually communication, everything we do, we believe in challenging the status quo. We believe in thinking diffe
13、rently, the way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want buy one? Totally different right? Youre ready to buy a computer from me. All I did was reverse the order of information. What it p
14、roves to us is that people dont buy what you do; people buy why you do it. This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as
15、I said before, Apple just a computer company. Theres nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. Theyre eminently qu
16、alified to make flat screen TVs. Theyre been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PADs, and they make great quality products. And they can make perfectly well-designed products. And nobody bought one. In fact, taking about it now, we cant even imagine buying an MP3 players form DELL. Why would you buy an MP3 form a computer company? But we do it every day. People dont buy what you do, t
