How Great Leaders Inspire Action

How do you account for instances where events unfold contrary to our assumptions? Better yet, how do you justify others' accomplishments that seem to defy conventional wisdom? Take Apple, for example. Despite being just a computer company, it consistently outpaces its competition in innovation year after year. It possesses the same resources as its rivals—access to talent, agencies, consultants, and media. So, what sets Apple apart? A similar question arises when contemplating historical figures like Martin Luther King leading the Civil Rights Movement.

He wasn't the sole individual suffering in pre-civil rights America, nor was he the only exceptional orator of his time. Why him? The Wright brothers faced a comparable scenario. They achieved controlled, powered man flight, surpassing better-funded and more qualified competitors. There's an underlying force at play.

About three and a half years ago, a discovery altered my perspective on the world. It unveiled a pattern shared by all influential leaders and organizations, be it Apple, Martin Luther King, or the Wright brothers. This pattern, which I call the golden circle, dictates how they think, act, and communicate.

It stands in stark contrast to conventional approaches. While most people and organizations can articulate what they do and some can explain how they do it, very few understand why they do what they do. "Why" refers to their purpose, cause, belief, or the reason for their existence. Most communication occurs from the outside in, starting with the clearest information and progressing to the fuzziest. However, inspiring leaders communicate from the inside out.

Consider Apple's communication style. A typical marketing message might emphasize the products: "We make great computers. They're beautifully designed, simple to use, and user-friendly. Want to buy one?" It's uninspiring. Apple, on the other hand, communicates its why: "Everything we do, we believe in challenging the status quo.

We believe in thinking differently. By making our products beautifully designed, simple to use, and user-friendly, we challenge the status quo. We just happen to make great computers." This reversal, putting the "why" first, showcases a profound truth: people don't buy what you do; they buy why you do it.

This insight extends to organizational success and loyalty. The goal isn't merely to transact with those who need your product or service; it's to connect with those who share your beliefs. Hiring people who believe in your cause leads to a workforce invested with passion and commitment beyond mere job obligations.

The Wright brothers exemplify this principle. Samuel Pierpont Langley, despite having the recipe for success—funding, expertise, and favorable market conditions—failed in achieving powered flight. In contrast, the Wright brothers, driven by a higher purpose, succeeded against the odds.

The law of diffusion of innovation further underscores the significance of leading with "why." To achieve mass-market success, a tipping point of 15 to 18 percent market penetration must be reached. The early adopters and innovators, who make gut decisions based on shared beliefs, play a crucial role in crossing this chasm.

A failed example, TiVo, highlights how simply presenting what a product does doesn't resonate with the majority. Instead, starting with the why creates emotional connections and drives behavior.

Conversely, the success of Dr. Martin Luther King in attracting a massive crowd during his speech in 1963 lies in his unwavering focus on his belief and cause. The audience attended not for him but for themselves, driven by what they believed about America. In contrast to contemporary politicians with comprehensive plans, Dr. King's "I have a dream" speech resonated because it spoke to his belief, not just a plan.

Leadership, therefore, hinges on inspiring others by starting with "why." It's not about holding a position of power but about instilling a sense of purpose that resonates with others.

Those who lead inspire because they begin with why, encouraging others to follow not for them but for shared beliefs. This principle transcends individual leaders to encompass organizations, creating a ripple effect of inspiration and loyalty.