Start with Why: How Great Leaders Inspire Everyone to Take Action PDF AZW3 EPUB MOBI TXT Download

The inspirational bestseller that ignited a movement and asked us to find our WHYDiscover the book that is captivating millions on TikTok and that served as the basis for one of the most popular TED Talks of all time—with more than 56 million views and counting. Over a decade ago, Simon Sinek started a movement that inspired millions to demand purpose at work, to ask what was the WHY of their organization. Since then, millions have been touched by the power of his ideas, and these ideas remain as relevant and timely as ever. START WITH WHY asks (and answers) the questions: 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 have 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
December 27, 2011
256 pages
English
978-1591846444

File Size: 16 MB
Available File Formats: PDF AZW3 DOCX EPUB MOBI TXT or Kindle audiobook Audio CD(Several files can be converted to each other)
Language: English, Francais, Italiano, Espanol, Deutsch, chinese

“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 About the Author 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 Pentagon. His TED Talk based on START WITH WHY is the third most popular TED video of all time. Learn more about his work and how you can inspire those around you at StartWithWhy.com. Excerpt. © Reprinted by permission. All rights reserved. 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. Read more <div id="

The author’s TED talk is one of the most-viewed ever; and it’s really quite good. In fact, it’s so good that you don’t need to read this book! He takes a very, very simple concept and expands, and expands, and repeats, and seemingly never edits, and then repeats, and expands, and — well, you get the idea. The whole thing could’ve been done in 50 pages or less.Example: Yes, there’s a difference between WHAT one does in business and WHY one does it. And sometimes they diverge. He calls this the “Split” and has a graphic and whole chapter on it. Really?? Not needed.Example: He mines the stories of Apple, Wal-Mart, Costco, Starbucks, Martin Luther King Jr, and a few others – over & over & over & over & over again. He makes elementary and generalized statements, such as saying that NONE of the 250,000 people who came to hear Dr. King in Washington came for him; no sir, they came for themselves because their “why” connected with his “why.” Uh, no; many came for him and his message or to simply support civil rights.Example: He constantly repeats the words WHY and WHAT in CAPS ALL THE TIME so you’d get the message. And then again….and again…..Example: Yes, the Apple Computer story is inspiring. But among all that WHY stuff is also the story of a dreamer with incredibly bad people skills. To simply elevate the Apple story – and retell it umpteen times – is to vastly oversimplify what made them great back then and now, and why they succeeded in spite of the way Jobs treated his employees.It’s almost as if the author had about 10 stories in his pocket and decided to use nothing else at all. He created the entire “start with WHY” mantra out of the 10 stories and never went beyond them to augment, embellish, or create more learnings.So save the money, see the TED talk, and take what he says there to heart. WHY is the basis for being motivated. But there’s a whole lot more to say, and sadly, he never gets to it.

I read this book 10 times. No, I didn’t read it over and over. I just read it once and by doing that I read it 10 times. It’s so repetitive that I actually stopped multiple times to check where I am in the book, thinking that I mistakenly flipped back to a previous chapter. I started to wonder if the author has amnesia and forgot that he explained why Apple is innovative for the 100th time. I gave it two stars because the underlying concept is a good one but you can save your time and just watch the TED talk.

As pointed out already, the message is indeed excellent and it got me interested when I first watched the TED talk.. I bought the book waiting for the author to have elaborated more on this interesting idea, with more examples and comprehensive discussion. However, the book is insanely redundant with the same 2-3 examples repeated over and over and over and over again.. The author was trying so hard to make a many-page book out of the message and it was excruciating to go through this repetition..Save your money and (most importantly) your time and just watch the TED talk on YT..

I read a lot. At least a few hours a day. This book was awful.Let’s start with why. Sinek is an awfully repetitive and, frankly, unskilled writer. He lays out his thesis and then repeats it like a rower repeats his stroke. As he drags out the book to whatever number of words he needed to fulfill book contract, he re/illustrates his thesis with different examples. This would have made the book slightly more tolerable, except the examples are so ordinary and well known that they will put you to sleep. Apple, Disney, JFK, Hitler. Yawn. Even that might be fine if he had spent five minutes on Wikipedia to research less-known stories about them, but it doesn’t look like he did.This book should have been a column in a weekend newspaper, or, at best, a chapter in another book about leadership. Not worth your time.

How do you rate this book? The basic idea is good, the book itself is a slog. As others have noted, watch the Ted talk, or read a summary from an abstract service.The premise is interesting, but it’s not ground breaking. Basically, it’s: don’t start with what you can do and figure out how to find a market, but instead start with a passion, a need, and what gets you up in the morning, build a business around that, and hire people who share your passion. It’s slightly more than that, but not much more, hence find the Ted talk or read an abstract.

I bought this book because I had seen the Sinek “Why” Ted Talk. I wanted to learn more about the “Start with Why” concept. While the book does explain the concept in great detail, it could have been presented with much less text. There are far too many repetitive examples and the content is unnecessarily drawn out. This is one of the poorest written books I have every read. It’s as though he had to write a certain number of pages and was just trying to fill space. My advice would be to watch the Ted Talks and pass on the book. I bought a second book by Sinek at the same time as I bought this one, It is being returned. I should have returned this one. Save yourself some frustration and heed the advice to not purchase this book. Opt to watch the Sinek Ted Talks instead. Keep your money and time!

I’ve read and studied a lot of material over the last 2 years looking for answers to my life and business. What I didn’t realize, is that I was looking for this book. While no book stands alone, this book puts the big picture together for me. Without a why I can find myself drifting from one opportunity to the next, with nothing more than fleeting excitement for a new idea. This book has inspired many thoughts as I read it, but it has helped me to truly put into perspective the age-old advice to follow your passion. It’s not enough to follow your passion, you got to know why you’re passionate for it. I highly recommend this book to anyone struggling to figure out what they want to do when they grow up. I’m off to read his follow-up book, Find Your Why.

I love Sinek’s talks and although there is wisdom, points to take away and actions you can use in this book I did find that it was a lot of pages which can be condensed down into about five. I find the same thing with a lot of these books. Really, you can just watch the various YouTube videos to get the major points from this book and learnings. However, he does offer some interesting examples and working case studies. Like I said, it does contain a lot of unnecessary drool to get some simple points across and repetition of messages.

Loved the TED talk. And loved parts of this book. The only problem is – this book would have taken up less than 100 pages to convey its message clearly. WHY did it have to be 225 pages? I have no idea. Some sentences like, “People don’t buy what you do; they buy why you do it” are repeated so many times, I have lost count. If someone were to wake me from my sleep, I’d probably be repeating that sentence.I find it funny that a book about WHY missed out on mentioning something called, “The theory of 5 Whys”- Look it up, it is something a lot of companies use to brainstorm problems. It also has no comment on Friedrich Nietzsche – “He who has a WHY to live for can bear almost any HOW.” I believe what applies to life also eventually applies to business life.And as it is a business book, its only focus is on the importance of WHY in businesses and large scale social movements. There is no example of how this concept affects and benefits an individual on a more personal scale – i.e. in relationships, health, etc. Chapter 13 – where the author shares his own story of arriving at this concept is the only place where he has touched on it in a lukewarm manner. Though, I believe there is another book follow-up book called ‘Find Your Why’ for the same purpose. If you are looking for a personal WHY, do read Stephen Covey’s – The 7 Habits of Highly Effective People.Should you read the book, if you have watched the TED talk?- Yes, if you are looking for more detailed examples and studies and researches. Though a lot of it is focused on Apple and Southwest Airlines and Walmart.- No, if you already have a clear sense of WHY in everything you think, say and do. (i.e. self-awareness)[I bought a paperback version by Portfolio Penguin, and the fonts, binding and print are all okay]

Although the book describes certainly positive approaches to leading any enterprise, in the line of having an intrinsic motivation, it fails by extracting them from a posteriori success stories. It is easy to fall in the fallacy that those who came to our days as successful leaders did it, overall, because of their personal traits or attitudes. The book even dismisses randomness or the complexities or real world events as the real cause of some of this success stories. But even figures like Bill Gates recognise how lucky they were with their life circumstances (e.g. having access to the first personal computers at school) in order to get where they were. But of course most people looking for success formulas won’t find so attractive a book that includes something out of their control as part of the education. But the truth is that being realistic is always the closets path to any kind of success. This book it isn’t.

This book is average at best. It’s rambling at times, and goes off on tangents to the main thesis of the book. Whilst he’s a gifted public speaker, this book has a distinct amateurish self-published feel to it. The ‘scientific basis’ for many of his points is so simplistic as to be comical. Sinek has no scientific training and it shows. He cherry picks from neuroscience, and doesn’t seem to understand the subject he’s quoting from. It reads as though he read a Wikipedia entry on neuroscience and made some inferences from that. I would not recommend this book, although I do recommend his public speaking, which can be found on YouTube and on TEDTalks.

Warum alle diese doch recht einfachen Gedankengang des “Why” so abfeiern, erschließ sich mir nicht. Der Gedankengang, dass Marken sich über andere Faktoren außer dem Preis und vermeintlicher Benefits abgrenzen müssen, ist allgemein klar und wird im Buch etwas zu ausführlich (eigentlich durchgehend) erklärt. Und ein “Why” kann dabei helfen. Seine Thesen stützt er – wie so viele andere Markentheoretiker – im wesentlichen auf den Erfolg von Apple. Wie viele Bücher schon den Erfolg von Apple analysiert haben und ihre eigene These dazu nützen, ist mittlerweile unüberschaubar. Aber nur weil Apple den Kunden ein “Why” bietet, sind sie nicht erfolgreich, das ist zu kurz gedacht und das sollte absolut jedem bekannt sein. Dann könnte ja jeder den einfach Erfolg kopieren.Ärgerlich ist, dass der Inhalt des Buches auf 20 Seiten gepasst hätte und dass es keinerlei Anleitung gibt, wie der Leser, denn für sich selbst das Why/How/What definieren kann. Dafür muss man wohl einen überteuerten Workshop von Sinek buchen. Fazit: 20% interessante Gedanken, 80% aufgeblasene Zeitverschwendung.

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