Start With Why: How Great Leaders Inspire Everyone To Take Action by Simon SinekStart With Why: How Great Leaders Inspire Everyone To Take Action by Simon Sinek

Start With Why: How Great Leaders Inspire Everyone To Take Action

bySimon Sinek

Paperback | December 27, 2011

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The inspiring, life-changing bestseller by the author of LEADERS EAT LAST and TOGETHER IS BETTER.
In 2009, Simon Sinek started a movement to help people become more inspired at work, and in turn inspire their colleagues and customers. Since then, millions have been touched by the power of his ideas, including more than 28 million who’ve watched his TED Talk based on START WITH WHY -- the third most popular TED video of all time.
Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?
People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it. 
START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.
SIMON SINEK, the bestselling author of LEADERS EAT LAST and TOGETHER IS BETTER, is an optimist who believes in a brighter future for humanity.  He teaches leaders and organizations how to inspire people and has presented his ideas around the world, from small startups to Fortune 50 corporations, from Hollywood to Congress to the Pentag...
Title:Start With Why: How Great Leaders Inspire Everyone To Take ActionFormat:PaperbackDimensions:256 pages, 7.96 × 5.29 × 0.61 inPublished:December 27, 2011Publisher:Penguin Publishing GroupLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:1591846447

ISBN - 13:9781591846444

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Rated 3 out of 5 by from Good but repetitive The book has a good message. However, I found it to be very repetitive. Also, if you listen to the related TED talk, there is nothing new you learn from this book. The talk pretty much covers all of it.
Date published: 2018-08-30
Rated 5 out of 5 by from Inspirational Bought this book a year ago and absolutely loved it! very helpful and uplifting.
Date published: 2018-08-10
Rated 4 out of 5 by from Great A great and inspirational read. Great to read if you're in sales or management.
Date published: 2018-06-04
Rated 5 out of 5 by from Excellent read! Everyone should read it at least once. If you ave in Sales, you should be reading it at least once per year. This is a excellent road map.
Date published: 2018-04-29
Rated 5 out of 5 by from Must read I use this book all the time in working with my staff. Have my whole team read this to help in their work.
Date published: 2018-03-15
Rated 4 out of 5 by from Great Read I highly enjoyed this book and it has great insights that I'll try to start applying to my daily life. It isn't too much more detailed than his TED talk, but I liked the fact that he brought up many examples so you can get a good grasp on how to apply the idea to your own life.
Date published: 2018-03-07
Rated 4 out of 5 by from insightful I like this book, and its principles informed the way I articulate my work. It wasn't super life-changing for me. But, I definitely enjoyed it.
Date published: 2018-03-04
Rated 2 out of 5 by from Repetitive I bought this book after watching Simon on TED talks. I was disappointed in this book and found the entire thing to be repetitive. I felt like Id already read this book after watching the TED talk. I haven't finished it because I couldn't get through it.
Date published: 2017-12-28
Rated 3 out of 5 by from Great insights Simon has some insightful views on the future of work
Date published: 2017-12-20
Rated 4 out of 5 by from Great Inspiration Love this book, I learned so much from it!
Date published: 2017-12-12
Rated 5 out of 5 by from i really enjoyed this book simon sinek teaches us a lot about leadership in this book, love his philosophy
Date published: 2017-11-09
Rated 4 out of 5 by from Great in all Aspects, I will tell you WHY I just happened upon this book and it was such a wonderful surprise. Although he writes about applying the "WHY" to businesses, I believe that this can be applied to ones life too. Page after page you get inspired and see real life examples on how to apply the WHY and how it worked. I am not practicing the WHY in everything I do.
Date published: 2017-10-26
Rated 3 out of 5 by from Pretty good, but TED Talk was better Simon Sinek's TED Talk is groundbreaking. The 20-minute video doesn't really warrant a full-blown book though.
Date published: 2017-10-22
Rated 4 out of 5 by from a great read Worth picking up for sure.
Date published: 2017-10-21
Rated 3 out of 5 by from ok A great novel with clever, easy to follow writing with funny and witty characters. Definitely a must read!
Date published: 2017-09-22
Rated 2 out of 5 by from ok It was okay, but not on my recommendations.
Date published: 2017-09-06
Rated 5 out of 5 by from Awesome book! Everyone should read this book to figure out what your purpose is in life!
Date published: 2017-09-06
Rated 5 out of 5 by from LOVE this book!! I would totally recommend this book! People from any field of life can relate to this book!
Date published: 2017-09-05
Rated 5 out of 5 by from Truly inspiring! Simon Sinek sees the world like no other. A true explanation of how humans work
Date published: 2017-09-02
Rated 5 out of 5 by from Start With Why... Havent you Bought This Yet? Easy read, great concepts and really makes you think. Actually, really makes you ask "why"! Absolutely recommend this masterpiece.
Date published: 2017-08-24
Rated 4 out of 5 by from Awesome! Read this book because of the associated YouTube video and Ted Talk from the author. He has great insight and is an incredible author.
Date published: 2017-07-30
Rated 5 out of 5 by from Awesome This book is so easy to read, and so insightful. Can be used in many aspects of life, not just in business!
Date published: 2017-07-03
Rated 4 out of 5 by from Good Read Very easy read that would be very beneficial for a business oriented person. It is fairly redundant but it definitely drove the point home.
Date published: 2017-06-23
Rated 4 out of 5 by from Starting a new journey start with why. Very insightful, good book to really drill into your why.
Date published: 2017-05-15
Rated 5 out of 5 by from Great Read! My Favorite book on this topic to date. Highly recommended!
Date published: 2017-04-27
Rated 4 out of 5 by from Great insight I picked up this book after I watched a TED talk by Simon Sinek. I find the book quite insightful especially when the author directs our attention to the difference between to incentivize someone and to inspire someone. I also agree with the author's point of view that everyone must be motivated by a belief, but at the same time everyone's belief is different. The author's emphasis on "WHY" gradually drums into your mind, and even if you don't remember a single point which the author mentions, at least by the end of the book you will always be motivated to remember "WHY" you are doing the things that you do. One drawback which made me feel a little uneasy, was the author's constant reference to Apple. I use Apple products, and I admire their belief, but too much mention of the company and its belief, almost makes me think that the author is promoting the company's belief, while not placing a balanced view that all beliefs are important, as long as we are driven by a belief. All in all, I would recommend people to read this but with a discerning mind
Date published: 2017-03-30
Rated 5 out of 5 by from Simple concepts but totally truthful Sinek is a legend in 21st century management. He is not only an engaging speaker but also an engaging and authoritative author! This is a great text to break down connections with customers and people alike. This is a must read for someone starting out in business and is a great accompaniment to his riveting TED talks. Before you Start with Why, start with this book.
Date published: 2017-02-09
Rated 5 out of 5 by from Loved it Very insightful, understanding your WHY is helpful in all areas of work and life.
Date published: 2017-01-22
Rated 4 out of 5 by from Great read I really enjoyed this book and the insight it gives into business decisions, the most important one being 'why'.
Date published: 2016-12-19
Rated 5 out of 5 by from Brilliant Leadership Book Fantastic book and worth the purchase. I've read it front-to-back multiple times and always find something else to take away and develop in my career.
Date published: 2016-11-11
Rated 5 out of 5 by from Loved it A book that worth all the pennies invested. I now start everything with why, it allows me to not waste time and energy where I wouldn't be a good fit.
Date published: 2015-04-15
Rated 5 out of 5 by from Insightful and Knowledge Based Read I really enjoyed this book for its knowledge and insight into the general running and operation of a business. It also helped me distinguish my own why and my "how" people. If you have an open mind you can take a lot of information from this book.
Date published: 2015-01-03
Rated 5 out of 5 by from Great Book Start your day with why. Love this book and I hope you read it and discover your WHY.
Date published: 2014-06-01
Rated 2 out of 5 by from Good idea Not a great book.
Date published: 2013-10-10
Rated 5 out of 5 by from Great read! It does not matter what industry you work or study in, you should read this book. It could help you find your own direction.
Date published: 2013-02-26
Rated 5 out of 5 by from Revealing This book really helped me to figure out my purpose, just by thinking about my WHY
Date published: 2013-02-14
Rated 5 out of 5 by from Transforming This book has forever changed my understanding of leadership.
Date published: 2013-01-28
Rated 3 out of 5 by from Why I liked it The reading of this book took place during an interesting time of my life, my umpteenth existential crisis. What better way to revitalize yourself and regain your raison d'être by asking yourself some big questions like, why do you get up in the morning? Although a bit repetitive, Sinek really drives the message home for me and my workplace. What does success really mean and how will you know if you get there? These are two fundamental questions that really help me probe my own WHY. I recommend the TEDtalk but if you need a little more inspiration, you'll definitely find it even by simply glossing over these pages.
Date published: 2013-01-05
Rated 4 out of 5 by from Why you should read "Start With Why" I have been both a student and teacher or Shared Vision for some years now, and I always struggle to put into words what happens when a team reaches a state of Shared Vision. The magic that occurs is difficult to describe. Simon Sinek manages to describe from an individuals perspective what I find happens on a high functioning team: they know "why" they are doing what they are doing. It is about a shared understanding of purpose that isn't about "how" or "what"' but about why. I think the Liberal Party has a lot to learn from this book. No matter how many times we say that we know what we stand for, sometime during the mid to late 90s we lost the "Why". We need to get the why back if we ever hope to win back the hearts and minds of Canadian voters. I think a lot of my business friends would get a lot form this book as well. It is strange to me that no matter how successful the businesses that "Start With Why" are, it seems like the primary role of the professional business person is to shift the why to how and what. These really aren't new concepts or lessons. Anyway, I really enjoyed this book, and the TED talk that put me on to it: Give it a watch, and then give the book a read.
Date published: 2012-12-23

Read from the Book

1ASSUME YOU KNOWOn a cold January day, a forty-three-year-old man wassworn in as the chief executive of his country. By his sidestood his predecessor, a famous general who, fifteen yearsearlier, had commanded his nation’s armed forces in a warthat resulted in the defeat of Germany. The young leaderwas raised in the Roman Catholic faith. He spent the nextfi ve hours watching parades in his honor and stayed upcelebrating 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 assumptionsabout the world around us based on sometimes incomplete or falseinformation. In this case, the information I offered was incomplete.Many of you were convinced that I was describing John F. Kennedyuntil I added one minor little detail: the date.This is important because our behavior is affected by our assumptionsor our perceived truths. We make decisions based onwhat we think we know. It wasn’t too long ago that the majority ofpeople believed the world was flat. This perceived truth impacted behavior. During this period, there was very little exploration. Peoplefeared that if they traveled too far they might fall off the edgeof the earth. So for the most part they stayed put. It wasn’t untilthat minor detail was revealed—the world is round—that behaviorschanged on a massive scale. Upon this discovery, societiesbegan to traverse the planet. Trade routes were established; spiceswere traded. New ideas, like mathematics, were shared between societieswhich unleashed all kinds of innovations and advancements.The correction of a simple false assumption moved the human raceforward.Now consider how organizations are formed and how decisionsare made. Do we really know why some organizations succeed andwhy others don’t, or do we just assume? No matter your defi nitionof success—hitting a target stock price, making a certain amountof money, meeting a revenue or profi t goal, getting a big promotion,starting your own company, feeding the poor, winning publicoffice—how we go about achieving our goals is very similar. Someof us just wing it, but most of us try to at least gather some data sowe can make educated decisions. Sometimes this gathering processis formal—like conducting polls or market research. Andsometimes it’s informal, like asking our friends and colleagues foradvice or looking back on our own personal experience to providesome perspective. Regardless of the process or the goals, we all wantto make educated decisions. More importantly, we all want to makethe right decisions.As we all know, however, not all decisions work out to be theright ones, regardless of the amount of data we collect. Sometimesthe impact of those wrong decisions is minor, and sometimes it canbe catastrophic. Whatever the result, we make decisions based on aperception of the world that may not, in fact, be completely accurate.Just as so many were certain that I was describing John F.Kennedy at the beginning of this section. You were certain you wereright. You might even have bet money on it—a behavior based onan assumption. Certain, that is, until I offered that little detail ofthe date.Not only bad decisions are made on false assumptions. Sometimeswhen things go right, we think we know why, but do we really?That the result went the way you wanted does not mean youcan repeat it over and over. I have a friend who invests some of hisown money. Whenever he does well, it’s because of his brains andability to pick the right stocks, at least according to him. But whenhe loses money, he always blames the market. I have no issue witheither line of logic, but either his success and failure hinge upon hisown prescience and blindness or they hinge upon good and badluck. But it can’t be both.So how can we ensure that all our decisions will yield the bestresults for reasons that are fully within our control? Logic dictatesthat more information and data are key. And that’s exactly whatwe do. We read books, attend conferences, listen to podcasts andask friends and colleagues—all with the purpose of finding outmore so we can figure out what to do or how to act. The problemis, we’ve all been in situations in which we have all the data and getlots of good advice but things still don’t go quite right. Or maybethe impact lasted for only a short time, or something happenedthat we could not foresee. A quick note to all of you who correctlyguessed Adolf Hitler at the beginning of the section: the details Igave are the same for both Hitler and John F. Kennedy, it could havebeen either. You have to be careful what you think you know. Assumptions,you see, even when based on sound research, can leadus astray.Intuitively we understand this. We understand that even withmountains of data and good advice, if things don’t go as expected,it’s probably because we missed one, sometimes small but vital detail.In these cases, we go back to all our sources, maybe seek outsome new ones, and try to figure out what to do, and the wholeprocess begins again. More data, however, doesn’t always help, especiallyif a flawed assumption set the whole process in motion inthe fi rst place. There are other factors that must be considered, factorsthat exist outside of our rational, analytical, informationhungrybrains.There are times in which we had no data or we chose to ignorethe advice or information at hand and just went with our gut andthings worked out just fine, sometimes even better than expected.This dance between gut and rational decision-making pretty muchcovers how we conduct business and even live our lives. We cancontinue to slice and dice all the options in every direction, but atthe end of all the good advice and all the compelling evidence, we’releft where we started: how to explain or decide a course of actionthat yields a desired effect that is repeatable. How can we have 20/20foresight?There is a wonderful story of a group of American car executiveswho went to Japan to see a Japanese assembly line. At theend of the line, the doors were put on the hinges, the same as inAmerica. But something was missing. In the United States, a lineworker would take a rubber mallet and tap the edges of the door toensure that it fit perfectly. In Japan, that job didn’t seem to exist.Confused, the American auto executives asked at what point theymade sure the door fit perfectly. Their Japanese guide looked atthem and smiled sheepishly. “We make sure it fits when we designit.” In the Japanese auto plant, they didn’t examine the problemand accumulate data to figure out the best solution—they engineeredthe outcome they wanted from the beginning. If they didn’tachieve their desired outcome, they understood it was because of adecision they made at the start of the process.At the end of the day, the doors on the American-made andJapanese-made cars appeared to fit when each rolled off the assemblyline. Except the Japanese didn’t need to employ someone tohammer doors, nor did they need to buy any mallets. More importantly,the Japanese doors are likely to last longer and maybe evenbe more structurally sound in an accident. All this for no otherreason than they ensured the pieces fit from the start.What the American automakers did with their rubber mallets isa metaphor for how so many people and organizations lead. Whenfaced with a result that doesn’t go according to plan, a series ofperfectly 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 themallets to achieve them. The ones that achieve more, the ones thatget more out of fewer people and fewer resources, the ones with anoutsized amount of infl uence, however, build products and companiesand even recruit people that all fit based on the originalintention. Even though the outcome may look the same, great leadersunderstand the value in the things we cannot see.Every instruction we give, every course of action we set, everyresult we desire, starts with the same thing: a decision. There arethose who decide to manipulate the door to fit to achieve the desiredresult and there are those who start from somewhere verydifferent. Though both courses of action may yield similar shorttermresults, it is what we can’t see that makes long-term successmore predictable for only one. The one that understood why thedoors need to fit by design and not by default.

Editorial Reviews

“Start with Why is one of the most useful and powerful books I have read in years. Simple and elegant, it shows us how leaders should lead.”-WILLIAM URY, coauthor of Getting to Yes “Start with Why fanned the flames inside me. This book can lead you to levels of excellence you never considered attainable.” -GENERAL CHUCK HORNER, air boss, Desert Storm  “Each story will force you to see things from an entirely different perspective. A perspective that is nothing short of the truth.”-MOKHTAR LAMANI, former ambassador, special envoy to Iraq