Start With Why

“Why” is the core purpose or belief that inspires individuals and organizations, forming the foundation of their actions. According to Sinek, the “why” is what makes a company or organization truly innovative and impactful. Moreover, Sinek asserts that understanding and articulating the “why” behind an individual’s actions or an organization’s existence is necessary to inspire and motivate both employees and customers by tapping into the emotional core of decision-making, which subsequently fosters a sense of purpose and belonging. By leading with “why,” leaders can therefore create a magnetic attraction, compelling people to rally around a shared belief or cause, transcending the merely transactional nature of business.

“How” represents the strategies and methods used to bring the “why” to life, explaining the unique value an organization offers. While an organization’s “how” is secondary to its “why,” it still plays a key role in an organization’s success or failure. The “how” encourages organizations to develop a unique value proposition and distinctive approach, setting them apart from competitors, ensuring that the “why” remains actionable, and transforming abstract ideals into tangible results.

“What” refers to the tangible products or services an organization provides as a result of their “why” and “how.” While “why” defines purpose and “how” outlines specific strategies, the “what” represents the “nuts and bolts” that an organization offers—the practical manifestation of its “why.” Many companies primarily market the “what” (their products or features), to their detriment. An organization’s “what” is a crucial part of its identity, but it should come after “why” and “how” in the golden circle hierarchy.

This theory, first advanced by Everett M. Rogers, explains how ideas and products spread through society. It posits that adoption of new ideas or products follows a bell curve, with innovators and early adopters at the beginning and laggards, or lingerers, at the end. This law underscores the importance of starting with the “why” to attract early adopters who share an organization’s beliefs, as these enthusiasts serve as catalysts, spreading the message and driving mainstream acceptance.

The limbic brain is the part of the brain responsible for feelings and emotions and plays a key role in decision-making. When organizations communicate their “why”—their purpose and belief—effectively, they resonate with the limbic brain of their audience, creating an emotional connection based on instinctive trust. According to Sinek, this emotional appeal is far more potent than rational arguments in influencing decisions. Sinek’s insight into the limbic brain underscores the power of tapping into the emotional core of individuals to inspire loyalty and engagement for a cause or brand.

This term refers to the analytical part of the brain that processes both language and rational thought. While the limbic brain governs emotions and decisions based on values and beliefs, the neocortex is responsible for analytical thinking and rationalization. Within the context of the book, the significance of the neocortex lies in its limitations; it struggles to process complex or ambiguous information in the absence of an emotional anchor. Therefore, organizations that focus solely on data, facts, and features—the domain of the neocortex—often fail to inspire action or loyalty. Sinek emphasizes that a compelling “why” engages both the neocortex and the limbic brain, creating a balanced and persuasive message to drive meaningful connections and commitment.

This test is essentially a decision-making heuristic that helps organizations stay aligned with their core purpose, which lies at the heart of their “why.” In this test, one envisions a scenario where they are in a grocery store buying various items. When faced with various advice, the celery test encourages decision-makers to choose options that align with their core purpose, which in this case is eating a healthy diet. Opting for celery over junk food like M&Ms or Oreos therefore exemplifies “why”-driven decision-making. By reducing decision-making to choices that do or do not resonate with the “why,” Sinek takes both short-term and long-term implications into consideration. Buying Oreos isn’t wrong necessarily, but the decision to purchase them must be made intentionally and with full knowledge that the purchase is misaligned with one’s primary “why.”

This term refers to the gap between what we say and what we do. As companies lose sight of their “why,” due to the departure of a leader or stagnation after a long period of prosperity, Sinek argues that they must prioritize regaining their original sense of purpose in order to inspire both employees and customers. When organizations emphasize their “what,” they struggle to differentiate themselves because they are competing on superficial factors such as fluctuating price points, and short-term gains soon become overshadowed by weaker brand loyalty.

The tipping point is the critical mass required for an idea or product to gain widespread acceptance. Sinek argues that in order to achieve this tipping point and inspire a movement, organizations must effectively communicate their core purpose and beliefs to the marketplace. When people deeply resonate with a company’s “why,” they become passionate advocates, accelerating the adoption of the company’s idea, product, or brand.