Start With Why

1. “Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?”

2. “If the people inside a company are told to come to work and just do their job, that’s all they will do. If they are constantly reminded WHY the company was founded and told to always look for ways to bring that cause to life while performing their job, however, then they will do more than their job.”

3. “When we communicate from the outside in, when we communicate WHAT we do first, yes, people can understand vast amounts of complicated information, like facts and features, but it does not drive behavior. But when we communicate from the inside out, we’re talking directly to the part of the brain that controls decision-making, and our language part of the brain allows us to rationalize those decisions.”

4. “Now consider what a company is. A company is a culture. A group of people brought together around a common set of values and beliefs. It’s not products or services that bind a company together. It’s not size and might that make a company strong, it’s the culture—the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.”

5. “Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.”

6. “Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them.”

1. People Don't Buy What You Do, They Buy Why You Do It

Apple doesn't sell computers—they sell thinking differently. Nike doesn't sell shoes—they sell athletic achievement. Customers are drawn to companies that share their beliefs and values, not just those with the best products. Your 'why' is your competitive advantage that can't be copied.

2. The Golden Circle: Why, How, What

Most organizations communicate from the outside in (what they do, how they do it), but inspiring leaders start from the inside out (why they exist, how they achieve it, what they produce). This pattern mirrors how our brains make decisions—the limbic brain (emotions, why) drives behavior more than the neocortex (logic, what).

3. Clarity of Purpose Attracts the Right People

When you're clear about your why, you attract employees, customers, and partners who believe what you believe. These people don't work for you just for money—they work for your cause. This creates stronger loyalty, better performance, and more sustainable relationships than transactional approaches.

4. Innovation Happens at the Intersection of Why and How

Companies that lose sight of their why become commodity businesses competing only on price and features. But when your purpose is clear, every product and service becomes an expression of that belief. This drives innovation that feels authentic and meaningful rather than arbitrary or copied.

5. Trust Begins with Transparency of Intent

When people understand why you do what you do, they're more likely to trust your decisions and forgive your mistakes. Transparency about your motivations creates psychological safety and deeper relationships. Trust isn't earned through perfection—it's earned through consistent alignment between your why and your actions.