Understanding the Power of Why: Insights from Great Leaders and Innovators
In today's complex world, we often find ourselves questioning why certain individuals and organizations achieve remarkable success while others, seemingly more qualified, falter.
The Innovators’ Dilemma
Take the example of Apple, a company frequently lauded for its unwavering innovation. Annually, Apple surpasses its competitors in creativity and product development, despite sharing the same access to talent and resources as other firms. This leads us to wonder, what sets Apple apart? Similarly, historical figures like Martin Luther King Jr. and the Wright brothers achieved extraordinary feats against the odds.
Why were the Wright brothers able to pioneer controlled, powered flight when more qualified teams failed? The answer may lie in a profound pattern observed among inspiring leaders and organizations.
The Golden Circle
About three and a half years ago, this pattern was distilled into a simple yet powerful concept known as the "Golden Circle," which emphasizes three crucial elements: Why, How, and What. Every individual and organization knows what they do; some know how they do it; but very few understand why they do what they do.
When we talk about "why," we refer to purpose, cause, or belief—the reason an organization exists beyond making a profit. The core of the Golden Circle is that inspired leaders and organizations communicate from the inside out.
While typical marketing messages start with "what," an inspired approach flips this order to begin with "why." For instance, instead of stating, "We make great computers," Apple communicates, "We believe in challenging the status quo." This primary differentiation of thought and communication illustrates that people don't merely buy products; they buy into the underlying beliefs of those products.
Communication from the Inside Out
This distinction is essential. Most organizations and leaders communicate in ways that focus on their offerings, promoting their unique selling propositions and expecting engagement. However, this often results in uninspired interactions.
In contrast, when Apple claims, "We believe in thinking differently," it invites consumers to align with its philosophy. This approach effectively attracts individuals who share similar beliefs, leading them to become loyal customers, regardless of the specific products offered.
The Biological Basis for Decision-Making
Interestingly, this concept is supported by biological principles. The human brain can be analyzed in a way that aligns perfectly with the Golden Circle. The neocortex, which is responsible for analytical thought and language, represents the "what" level. However, the limbic brain governs feelings and decision-making and does not possess a capacity for language.
When businesses communicate from the outside in, they speak to the rational part of the brain which may not drive decisions. Conversely, communicating from the inside out engages the emotional core responsible for behavior, allowing individuals to rationalize their gut decisions.
The Role of Shared Beliefs
To inspire action, it is crucial to know and effectively communicate why you do what you do. The goal is not just to sell to anyone who needs what you have; it's to attract individuals who believe what you believe. This principle underlies hiring practices, customer relationships, and innovation.
Consider the Wright brothers. Unlike Samuel Pierpont Langley, who was well-funded and connected but ultimately unsuccessful, Orville and Wilbur Wright executed their vision for powered flight fueled by passion rather than profit. Their cause inspired others, resulting in dedicated teamwork and perseverance.
The Tipping Point of Innovation
The law of diffusion of innovation highlights another significant aspect of inspiration. Early adopters and innovators are essential to achieving mass-market acceptance. Only after reaching a tipping point of 15 to 18 percent market penetration can widespread acceptance occur.
This underscores that it is not sufficient for a product or innovation to be excellent; it must resonate with shared beliefs. For instance, TiVo, despite being a high-quality product, failed commercially because its marketing did not invoke belief or emotion. If it had emphasized empowerment and control over viewing experiences, it might have attracted more loyal customers.
Dr. Martin Luther King Jr. serves as another example of effective communication rooted in beliefs. His famous "I Have a Dream" speech resonated with the public because it communicated a vision that people could personally relate to. He built a movement not merely by outlining plans or policies but by articulating an inspiring belief system—leading people to rally not just for him but for themselves and their shared ideals.
In summary, whether through the lens of technology, social justice, or personal inspiration, the most effective leaders and organizations adhere to the principle that "people don’t buy what you do; they buy why you do it." By communicating purpose and belief before products and services, these leaders cultivate loyalty and foster profound connection with their followers.
Part 1/9:
Understanding the Power of Why: Insights from Great Leaders and Innovators
In today's complex world, we often find ourselves questioning why certain individuals and organizations achieve remarkable success while others, seemingly more qualified, falter.
The Innovators’ Dilemma
Take the example of Apple, a company frequently lauded for its unwavering innovation. Annually, Apple surpasses its competitors in creativity and product development, despite sharing the same access to talent and resources as other firms. This leads us to wonder, what sets Apple apart? Similarly, historical figures like Martin Luther King Jr. and the Wright brothers achieved extraordinary feats against the odds.
Part 2/9:
Why were the Wright brothers able to pioneer controlled, powered flight when more qualified teams failed? The answer may lie in a profound pattern observed among inspiring leaders and organizations.
The Golden Circle
About three and a half years ago, this pattern was distilled into a simple yet powerful concept known as the "Golden Circle," which emphasizes three crucial elements: Why, How, and What. Every individual and organization knows what they do; some know how they do it; but very few understand why they do what they do.
When we talk about "why," we refer to purpose, cause, or belief—the reason an organization exists beyond making a profit. The core of the Golden Circle is that inspired leaders and organizations communicate from the inside out.
Part 3/9:
While typical marketing messages start with "what," an inspired approach flips this order to begin with "why." For instance, instead of stating, "We make great computers," Apple communicates, "We believe in challenging the status quo." This primary differentiation of thought and communication illustrates that people don't merely buy products; they buy into the underlying beliefs of those products.
Communication from the Inside Out
This distinction is essential. Most organizations and leaders communicate in ways that focus on their offerings, promoting their unique selling propositions and expecting engagement. However, this often results in uninspired interactions.
Part 4/9:
In contrast, when Apple claims, "We believe in thinking differently," it invites consumers to align with its philosophy. This approach effectively attracts individuals who share similar beliefs, leading them to become loyal customers, regardless of the specific products offered.
The Biological Basis for Decision-Making
Interestingly, this concept is supported by biological principles. The human brain can be analyzed in a way that aligns perfectly with the Golden Circle. The neocortex, which is responsible for analytical thought and language, represents the "what" level. However, the limbic brain governs feelings and decision-making and does not possess a capacity for language.
Part 5/9:
When businesses communicate from the outside in, they speak to the rational part of the brain which may not drive decisions. Conversely, communicating from the inside out engages the emotional core responsible for behavior, allowing individuals to rationalize their gut decisions.
The Role of Shared Beliefs
To inspire action, it is crucial to know and effectively communicate why you do what you do. The goal is not just to sell to anyone who needs what you have; it's to attract individuals who believe what you believe. This principle underlies hiring practices, customer relationships, and innovation.
Part 6/9:
Consider the Wright brothers. Unlike Samuel Pierpont Langley, who was well-funded and connected but ultimately unsuccessful, Orville and Wilbur Wright executed their vision for powered flight fueled by passion rather than profit. Their cause inspired others, resulting in dedicated teamwork and perseverance.
The Tipping Point of Innovation
The law of diffusion of innovation highlights another significant aspect of inspiration. Early adopters and innovators are essential to achieving mass-market acceptance. Only after reaching a tipping point of 15 to 18 percent market penetration can widespread acceptance occur.
Part 7/9:
This underscores that it is not sufficient for a product or innovation to be excellent; it must resonate with shared beliefs. For instance, TiVo, despite being a high-quality product, failed commercially because its marketing did not invoke belief or emotion. If it had emphasized empowerment and control over viewing experiences, it might have attracted more loyal customers.
Lessons from Martin Luther King Jr.
Part 8/9:
Dr. Martin Luther King Jr. serves as another example of effective communication rooted in beliefs. His famous "I Have a Dream" speech resonated with the public because it communicated a vision that people could personally relate to. He built a movement not merely by outlining plans or policies but by articulating an inspiring belief system—leading people to rally not just for him but for themselves and their shared ideals.
In summary, whether through the lens of technology, social justice, or personal inspiration, the most effective leaders and organizations adhere to the principle that "people don’t buy what you do; they buy why you do it." By communicating purpose and belief before products and services, these leaders cultivate loyalty and foster profound connection with their followers.
Part 9/9:
In conclusion, to inspire real change and build lasting connections, individuals and organizations must start with "why."