Part 1: A world that doesn’t start with why
1. Our behavior is affected by our assumptions or our perceived truths. We make decisions based on what we think we know
2. There are only two ways to influence human behavior: You can manipulate it or you can inspire it.
3. How to manipulate:
· Price
Drop our prices people will buy from you
· Promotions
“Two for one”
“Free toy inside”
“Given little something extra”
· Fear
Real or perceived both are powerful
“Warning to fear the consequences if you don’t buy”
Businesses use fear to ignite the insecurities we all have to sell the product
· Aspirations
Fear motivates us to move away from something horrible Aspiration messages tempts us toward something desirable
“six easy steps to losing weights”
· Peer pressure
Peer pressure works because we believe that the majority or the experts might know more than we do and sometimes we fear we may be wrong.
“With over millions satisfied customers and counting”
“Four out five dentists prefer trident”
“Celebrity Endorsements”
· Novelty
Fake innovation
Motorola TAZR phone example
4. Manipulations lead to Transactions ‘Not loyalty

Part 2: An Alternative perspective
1. The Golden Circle
It shows how leaders is able to inspire, explains loyalty, and how to create enough momentum to turn an idea into a social movement.\
2. People don’t buy WHAT you do, They buy WHY you do it
3. Instead of asking,” What should we do to compete ?” the question must be asked,” Why did we start doing WHAT we are 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?”
4. We want to connect with those people and organizations who are like us and share our beliefs.
5. We belong to, is so powerful that we will to great lengths, Do irrational things, and often spend money to get that feeling:
· Snitches story
· Same People Meet in another Country story

6. The power of WHY is not an option it’s biology
· NeoCortex is responsible for rational and analytical Decisions
· Limbic Brain is responsible for all our feelings, Such as trust and loyalty
· Limbic Brain is also responsible for All human Behavior and All our Decision-making.
· Lambic Brain has no Capacity for language
· The heart represents the limbic, Feeling part of the brain and the mind is the rational, language center.
1. The genius of leadership
Henry Ford once said
“If I had asked people “what they wanted” they would have said “they would have said a faster horse”
Great leaders and 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,
Example Apple, J.F. Kennedy vision for man on the moon
leaders to inspire all those things
2. The power of the limbic brain is astounding
If we were all rational there would be no small business there would be no exploration, there would be no innovation and there would be no Great

7. Clarity Discipline and Consistency
1. Clarity of why
To inspire start with the clarity of why
IF the leader of the organization can’t clearly articulate WHY the organization exists in terms beyond its product or Services, then how does he expect the employees to know why to come work
2. Discipline of how
It’s the discipline to never veer from your cause to hold yourself accountable to HOW you do things that are the hardest part
For values or Guiding Principles to be truly effective, they have to be verbs
Ex: look at the problem from a different angle

Articulating our values as verbs gives us a clear idea. Hold accountable for it and measure it and even build incentive around it
3. Consistency of what
With consistency, people will see and hear without a shadow of a doubt what you believe after all.
We all live in a tangible world. The only way people will know what your belief is by the thing you say and do and if you are not consistent in the things you say and do no one will know what you believe.

3. Authenticity
Authenticity means that your golden circle is in balance. It means that everything you say, everything you do, you actually believe.

It is the authenticity that produces relationships. The relationship also builds trust. And with trust comes loyalty. Absence of a golden circle means no trust.

4. Keep the right order why>how>what
Clarity of why >disciplined and accountable to your own values and principles >Consistency

5. When why goes fuzzy
Find a way to measure your why

8. The goal of the business should be to do business with anyone who simply wants what you have. It should be to focus on the People who believe only with those who believe in our WHY, trust emerges.
Part 3: Leaders needs a following
The Emergence of trust
1. Trust is a feeling. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self–gains.
2. With trust comes a sense of value – Real value, not just equated with money. Value by definition is a transference of trust. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT.
3. Happy employees ensure happy customers. Talk everything about in terms of how it will be beneficial to the employees.
4. Desire to win: Bethune “we measured things the employees could truly control, we made the stakes something the employees would win or lose on together, not separately.”
5. A company is a culture. A group of people brought together around a common set of values and beliefs. “The goal is not to hire people who simply have the skill set you need. The Goal is to hire people who believe what you believe: who are passionate for you, why, your purpose, cause or belief, and who have the attitude that fits the culture.”
6. The role of the leader is to create an environment in which Great Ideas can happen.
7. The example of circus management.
Great organization becomes 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 knowing that their bosses and the organization as a whole will look out for them.
How a The tipping point tips: Give people something to believe in

Part 4: How to rally those who Believe
1. 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 actually making things happen.
The leader imagines the destination and the HOW – TYPES find the routes to get there.
2. Those Who know Why Need that Who Know-How
3. WHY-types are visionaries, the ones with 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 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 structure 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.
4. Unions of WHY-types and HOW-types
WHY-types
HOW-types
Steve jobs
High school friend Steve Wozniak
Walt Disney
His brother Roy Disney
Bill Gates
His Best friend Paul Allen
Rollin king
Old friend Herb Kelleher
Martin Luther King Jr.
Ralph Abernathy old co-worker

5. Build a megaphone That works
6. A leader with a cause, whether it be an individual or an organization, must have a megaphone through which it delivers his message. and it must be clear loud to work.
7. The founder’s personality is the personality of the company
As the company grows the CEO’s job is to personify the WHY To ooze of it.To talk about it. To reach it. To be a symbol of what the company believes.
8. The leader sitting at the top of the organization is the inspiration, the symbol of the reason we do what we do.
9. 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 communicates this.
10. The leader must ensure that there are people on the team who believe what they believe and know HOW to build it.
Part5: The biggest challenge is success
1. Sam Walton believed in people. He believed that if he looked after people would look after him. “We all are working together, that’s the secret.”
2. If It’s not clear inside, It will never be clear on the outside.
3. Achievement comes when you peruse and attain WHAT you want. Success comes when you are clear in pursuit of WHY you want. When we wake up every day in that never-ending pursuit of WHY we do WHAT we do.Our achievements, WHAT we do serve as the milestone to indicate we are on the right path.
4. What gets measured gets done.
The Bridgeport Financial: A case study
Harbridge measured WHY her company existed not WHAT they did, and the result was a culture in which compassion was valued above all.
Knowing is not enough. Find a way to measure the WHY
5. The Job of the CEO is to lead the cause. To personify the values and remind everyone WHY they are there.
6. If you follow your WHY others will follow you.