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How great leaders inspire action

How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after

year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same

talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded -- and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here. 1:17About three and a half years ago, I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern. As it turns out, all the great inspiring leaders and organizations in the world, whether it's Apple or Martin Luther King or the Wright brothers, they all think, act and communicate the exact same way. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world's simplest idea. I call it the golden circle.

2:07Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really

quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by \

profit.\your cause? What's your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? As a result, the way we think, we act, the way we communicate is from the outside in, it's obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations

-- regardless of their size, regardless of their industry -- all think, act and communicate from the inside out.

3:13Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: \and user friendly. Want to buy one?\how most marketing and sales are done, that's how we communicate interpersonally. We say what we do, we say how we're different or better and we expect some sort of a

behavior, a purchase, a vote, something like that. Here's our new law firm: We have the

best lawyers with the biggest clients, we always perform for our clients. Here's our new car: It gets great gas mileage, it has leather seats. Buy our car. But it's uninspiring. 4:00Here's how Apple actually communicates. \

challenging the status quo.We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user

friendly. We just happen to make great computers. Want to buy one?\right? You're ready to buy a computer from me. I just reversed the order of the

information. What it proves to us is that people don't buy what you do; people buy why you do it.

4:35This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple,or a DVR from Apple. As I said before, Apple's just a computer company. Nothing distinguishes them structurally from any of their

competitors. Their competitors are equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat-screen TVs. They're eminently qualified to make flat-screen TVs. They've been making flat-screen monitors for

years.Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products,and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy one from a computer company? But we do it every

day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe.

5:47Here's the best part: None of what I'm telling you is my opinion. It's all grounded in the tenets of biology.Not psychology, biology. If you look at a cross-section of the human brain, from the top down, the human brain is actually broken into three major

components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our neocortex, corresponds with the \

responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all decision-making, and it has no capacity for language.

6:35In other words, when we communicate from the outside in, yes, people can

understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brainthat controls behavior, and then we allow people to rationalize it with the tangible things we say and do.This is where gut decisions come from. Sometimes you can give somebody all the facts and figures,and they say, \know what all the facts and details say, but it just doesn't feel right.\

that verb, it doesn't \

decision-making doesn't control language. The best we can muster up is, \just doesn't feel right.\to break it to you, those aren't other body partscontrolling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.

7:29But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyaland want to be a part of what it is that you do. The goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if they believe what you

believe,they'll work for you with blood and sweat and tears. Nowhere else is there a better example than with the Wright brothers.

8:14Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. Even now, you ask people, \fail?\

things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Departmentto figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around

everywhere, and everyone was rooting for Langley. Then how come we've never heard of Samuel Pierpont Langley?

9:15A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere.

9:38The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers'

dream worked with them with blood and sweat and tears. The others just worked for the