Start with Why: How Great Leaders Inspire Everyone to Take Action

We simply cannot stress how strongly we feel about this concept of starting with why. The idea is simple and easy to visualize, yet makes a significant difference in how the company brands and positions itself. It is important to note that this concept does not directly translate into increased performance or sales, but it does have the potential to reinvigorate the company and inspire new action from within. This sense of change cannot be measured directly; however, it can improve the quality of the brand and clarity in terms of company beliefs and values. The reason why we like this concept so much is because it provides an emotional anchor for customers to latch upon. Companies, by identifying the “why” in their business, provide a history, a foundation for which the company exists, and this reasoning represents how customers can identify with the company. The emotional connection that stems from this understanding forms a stronger bond than that of a sale item or a promotion. Instead, it has longevity in becoming the primary thought that emerges when people think of the company. In this sense, companies are able in inspire action in those who can remember that company’s purpose, whether that is an employee or a customer. That is the end goal of this concept, and that is what will translate into sales.

The book, despite being well written, had a droning effect while we were reading through it. The concept was well explained in a coherent manner, though we noted that the book seemed to drown out the purity of the topic. It was, for lack of a better term, redundant in its examples and tended to come back around to state what was previously stated in the first iteration of the concept. Additionally, the information passed on in the book is only marginally more elaborative than Sinek’s own TED talk. While the book does go into more detail as we read on, the core concept is still the same and can be gleaned from the TED talk. There is much to be desired in this book, and while still a great concept, we certainly did expect much more.

Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty?
In studying the leaders who’ve had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way-and it’s the complete opposite of what everyone else does. People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in common, but they all started with why. Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire.

Simon Sinek has a beautifully inspired methodology here and presents to us a book detailing it. None would go wrong from reading this book – it is a concept that we have come to respect – but the book in its entirety does become drab. We would advise that all at least take the time to read the book and internalize the concept of starting with “why,” as it applies beyond the business sense. Considering “why” we do something relates to every action we take, and it can allow us to better create impassioned actions and more effective decisions. For banking, that broadens on the concept of why we are in the business, which differentiates us far more than our product selections.

If you need a guide on how to build a customer-centric company from scratch, check out “Customer Experience Strategy” (Senteo review).