Chapter 3: The Golden Circle

The Golden Circle Concept

The Golden Circle is a concept that explains why some leaders and organizations inspire
while others do not. It revolves around three concentric circles: Why, How, and What. This
concept helps understand the principles behind influential leadership and effective
communication.

* What: Every organization knows what they do. This is the products or services they offer.
* How: Some organizations know how they do it, which includes their unique processes or
values that differentiate them from competitors.
* Why: Very few organizations know why they do what they do. This isn't about making
money (which is a result) but the underlying purpose , cause, or belief.
Most organizations operate from the outside in—they start with what they do and
occasionally mention how they do it, but rarely do they communicate why they do it.
However, the most inspiring leaders and organizations start with why—they communicate
their purpose first, which in turn makes people more likely to be inspired by them

Chapter 8: Start With Why But Know How

 Energy Excites. Charisma Inspires : Energy ( Steve Ballmer)is visible, measurable, and
can be replicated (e.g., through a good night's sleep or caffeine). Charisma ( Bill
Gates)is hard to define, impossible to measure, and stems from a clear sense of
purpose.While energy can provide short-term motivation, only charisma can inspire
and foster lasting loyalty.
 The Chosen Path : The text contrasts the career paths of individuals who follow their
childhood passions ( Neil Armstrong) with those who discover their careers
incidentally ( Author's Career Path ) , using examples of well-known figures to
illustrate the importance of having a clear **"WHY"** (purpose or belief) in life.
 Amplify the Source of Inspiration : The Golden Circle model, originally a
communication tool, is expanded to provide insights into how great organizations are
 structured. It's likened to a three-dimensional cone, with the top representing the
leadership, the middle representing the implementation of the vision, and the base
representing the execution of actions.
 I Have a Dream (and He's Got the Plan) : Overall, the passage highlights the
importance of both visionary leadership ( Dr. Martin Luther King Jr. ) and practical
organization (Ralph Abernathy) in effecting meaningful change.
 Those Who Know WHY Need Those Who Know HOW: The passage explores the
dynamic between visionary leaders (**WHY-types**) and practical implementers
(**HOW-types**) in achieving great things.
 To Run or To Lead :The passage contrasts running a company with leading it,
highlighting the difference between short-term success and lasting impact:
- **Running a Company**: Refers to managing day-to-day operations and focusing on
short-term goals and profits. This approach can lead to success in the short term, but
it may not create lasting change or inspire people in the long run.
- **Leading a Company**: Involves inspiring and guiding people towards a shared
vision or cause. Great leaders don't just manage operations; they inspire others to
believe in and contribute to the organization's purpose. This approach leads to
sustained success and lasting impact.
 Build a Megaphone That Works :Overall, the passage underscores the importance of
combining clarity of purpose with effective amplification to create impactful
marketing campaigns and inspire lasting change
 Say It Only If You Believe It : Overall, the passage highlights the importance of a clear
sense of purpose in driving organizational success and inspiring people to contribute
to meaningful causes.
 Repeating Greatness :Overall, the passage underscores Bruder's transformative
leadership style, characterized by a steadfast commitment to his WHY and a track
record of inspiring meaningful change across industries and communities.
 All Movements Are Personal :Ultimately, Bruder's role as the initiator of the
movement underscores the importance of inspiring others to join the cause,
emphasizing that real change occurs through the collective efforts of those who
believe in the mission of the EFE Foundation.

Chapter 13: The Origin of a Why

You’ve probably heard that before you start a business, market research is key. You do your
market research, know your customer and then build your niche. Sinek, however, disagrees.
According to Sinek, the “Why” does not come from looking ahead at what you want to
achieve and then figuring out an appropriate strategy to get there. It is not born out of
market research or for that matter even extensive interviews with customers or employees.
It comes from looking in the completely opposite direction from where you are right now.
Finding the “Why” is a process of discovery, not invention.
The “Why” is within you. And once you find and know your “Why”, the hardest part is to
remain true to it.