{"product_id":"start-with-why-isbn-9781591842804","title":"Start with Why","description":"\u003cp\u003e\u003cb\u003e\u003cb\u003eThe inspirational bestseller that ignited a movement and asked us to find our WHY\u003c\/b\u003e\u003c\/b\u003e\u003c\/p\u003eDiscover the book that is captivating millions on TikTok and that served as the basis for one of the most popular TED Talks of all time—with more than 56 million views and counting. Over a decade ago, Simon Sinek started a movement that inspired millions to demand purpose at work, to ask what was the WHY of their organization. Since then, millions have been touched by the power of his ideas, and these ideas remain as relevant and timely as ever.\u003cbr\u003e  \u003cbr\u003e START WITH WHY asks (and answers) the questions: why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?\u003cbr\u003e  \u003cbr\u003e People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it. \u003cbr\u003e  \u003cbr\u003e START WITH WHY shows that the leaders who have had the greatest influence in the world all think, act and communicate the same way—and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.“\u003ci\u003eStart with Why\u003c\/i\u003e is one of the most useful and powerful books I have read in years. Simple and elegant, it shows us how leaders should lead.”\u003cbr\u003e\u003cb\u003e-WILLIAM URY, coauthor of \u003ci\u003eGetting to Yes\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e \u003cbr\u003e“\u003ci\u003eStart with Why\u003c\/i\u003e fanned the flames inside me. This book can lead you to levels of excellence you never considered attainable.” \u003cbr\u003e\u003cb\u003e-GENERAL CHUCK HORNER, air boss, Desert Storm\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e“Each story will force you to see things from an entirely different perspective. A perspective that is nothing short of the truth.”\u003cbr\u003e\u003cb\u003e-MOKHTAR LAMANI, former ambassador, special envoy to Iraq\u003c\/b\u003e\u003cb\u003eSIMON SINEK\u003c\/b\u003e, the bestselling author of LEADERS EAT LAST and TOGETHER IS BETTER, is an optimist who believes in a brighter future for humanity.  He teaches leaders and organizations how to inspire people and has presented his ideas around the world, from small startups to Fortune 50 corporations, from Hollywood to Congress to the Pentagon. His TED Talk based on START WITH WHY is the third most popular TED video of all time. Learn more about his work and how you can inspire those around you at StartWithWhy.com.1\u003cbr\u003eASSUME YOU KNOW\u003cbr\u003eOn a cold January day, a forty-three-year-old man was\u003cbr\u003esworn in as the chief executive of his country. By his side\u003cbr\u003estood his predecessor, a famous general who, fifteen years\u003cbr\u003eearlier, had commanded his nation’s armed forces in a war\u003cbr\u003ethat resulted in the defeat of Germany. The young leader\u003cbr\u003ewas raised in the Roman Catholic faith. He spent the next\u003cbr\u003efi ve hours watching parades in his honor and stayed up\u003cbr\u003ecelebrating until three o’clock in the morning.\u003cbr\u003eYou know who I’m describing, right?\u003cbr\u003e\u003cbr\u003eIt’s January 30, 1933, and I’m describing Adolf Hitler and not,\u003cbr\u003eas most people would assume, John F. Kennedy.\u003cbr\u003eThe point is, we make assumptions. We make assumptions\u003cbr\u003eabout the world around us based on sometimes incomplete or false\u003cbr\u003einformation. In this case, the information I offered was incomplete.\u003cbr\u003eMany of you were convinced that I was describing John F. Kennedy\u003cbr\u003euntil I added one minor little detail: the date.\u003cbr\u003e\u003cbr\u003eThis is important because our behavior is affected by our assumptions\u003cbr\u003eor our perceived truths. We make decisions based on\u003cbr\u003ewhat we \u003ci\u003ethink \u003c\/i\u003ewe know. It wasn’t too long ago that the majority of\u003cbr\u003epeople believed the world was flat. This perceived truth impacted behavior. \u003cbr\u003eDuring this period, there was very little exploration. People\u003cbr\u003efeared that if they traveled too far they might fall off the edge\u003cbr\u003eof the earth. So for the most part they stayed put. It wasn’t until\u003cbr\u003ethat minor detail was revealed—the world is round—that behaviors\u003cbr\u003echanged on a massive scale. Upon this discovery, societies\u003cbr\u003ebegan to traverse the planet. Trade routes were established; spices\u003cbr\u003ewere traded. New ideas, like mathematics, were shared between societies\u003cbr\u003ewhich unleashed all kinds of innovations and advancements.\u003cbr\u003eThe correction of a simple false assumption moved the human race\u003cbr\u003eforward.\u003cbr\u003e\u003cbr\u003eNow consider how organizations are formed and how decisions\u003cbr\u003eare made. Do we really know why some organizations succeed and\u003cbr\u003ewhy others don’t, or do we just assume? No matter your defi nition\u003cbr\u003eof success—hitting a target stock price, making a certain amount\u003cbr\u003eof money, meeting a revenue or profi t goal, getting a big promotion,\u003cbr\u003estarting your own company, feeding the poor, winning public\u003cbr\u003eoffice—how we go about achieving our goals is very similar. Some\u003cbr\u003eof us just wing it, but most of us try to at least gather some data so\u003cbr\u003ewe can make educated decisions. Sometimes this gathering process\u003cbr\u003eis formal—like conducting polls or market research. And\u003cbr\u003esometimes it’s informal, like asking our friends and colleagues for\u003cbr\u003eadvice or looking back on our own personal experience to provide\u003cbr\u003esome perspective. Regardless of the process or the goals, we all want\u003cbr\u003eto make educated decisions. More importantly, we all want to make\u003cbr\u003ethe \u003ci\u003eright \u003c\/i\u003edecisions.\u003cbr\u003e\u003cbr\u003eAs we all know, however, not all decisions work out to be the\u003cbr\u003eright ones, regardless of the amount of data we collect. Sometimes\u003cbr\u003ethe impact of those wrong decisions is minor, and sometimes it can\u003cbr\u003ebe catastrophic. Whatever the result, we make decisions based on a\u003cbr\u003eperception of the world that may not, in fact, be completely accurate.\u003cbr\u003eJust as so many were certain that I was describing John F.\u003cbr\u003eKennedy at the beginning of this section. You were certain you were\u003cbr\u003eright. You might even have bet money on it—a behavior based on\u003cbr\u003ean assumption. Certain, that is, until I offered that little detail of\u003cbr\u003ethe date.\u003cbr\u003e\u003cbr\u003eNot only bad decisions are made on false assumptions. Sometimes\u003cbr\u003ewhen things go right, we think we know why, but do we really?\u003cbr\u003eThat the result went the way you wanted does not mean you\u003cbr\u003ecan repeat it over and over. I have a friend who invests some of his\u003cbr\u003eown money. Whenever he does well, it’s because of his brains and\u003cbr\u003eability to pick the right stocks, at least according to him. But when\u003cbr\u003ehe loses money, he always blames the market. I have no issue with\u003cbr\u003eeither line of logic, but either his success and failure hinge upon his\u003cbr\u003eown prescience and blindness or they hinge upon good and bad\u003cbr\u003eluck. But it can’t be both.\u003cbr\u003e\u003cbr\u003eSo how can we ensure that all our decisions will yield the best\u003cbr\u003eresults for reasons that are fully within our control? Logic dictates\u003cbr\u003ethat more information and data are key. And that’s exactly what\u003cbr\u003ewe do. We read books, attend conferences, listen to podcasts and\u003cbr\u003eask friends and colleagues—all with the purpose of finding out\u003cbr\u003emore so we can figure out what to do or how to act. The problem\u003cbr\u003eis, we’ve all been in situations in which we have all the data and get\u003cbr\u003elots of good advice but things still don’t go quite right. Or maybe\u003cbr\u003ethe impact lasted for only a short time, or something happened\u003cbr\u003ethat we could not foresee. A quick note to all of you who correctly\u003cbr\u003eguessed Adolf Hitler at the beginning of the section: the details I\u003cbr\u003egave are the same for both Hitler and John F. Kennedy, it could have\u003cbr\u003ebeen either. You have to be careful what you think you know. Assumptions,\u003cbr\u003eyou see, even when based on sound research, can lead\u003cbr\u003eus astray.\u003cbr\u003e\u003cbr\u003eIntuitively we understand this. We understand that even with\u003cbr\u003emountains of data and good advice, if things don’t go as expected,\u003cbr\u003eit’s probably because we missed one, sometimes small but vital detail.\u003cbr\u003eIn these cases, we go back to all our sources, maybe seek out\u003cbr\u003esome new ones, and try to figure out what to do, and the whole\u003cbr\u003eprocess begins again. More data, however, doesn’t always help, especially\u003cbr\u003eif a flawed assumption set the whole process in motion in\u003cbr\u003ethe fi rst place. There are other factors that must be considered, factors\u003cbr\u003ethat exist outside of our rational, analytical, informationhungry\u003cbr\u003ebrains.\u003cbr\u003e\u003cbr\u003eThere are times in which we had no data or we chose to ignore\u003cbr\u003ethe advice or information at hand and just went with our gut and\u003cbr\u003ethings worked out just fine, sometimes even better than expected.\u003cbr\u003eThis dance between gut and rational decision-making pretty much\u003cbr\u003ecovers how we conduct business and even live our lives. We can\u003cbr\u003econtinue to slice and dice all the options in every direction, but at\u003cbr\u003ethe end of all the good advice and all the compelling evidence, we’re\u003cbr\u003eleft where we started: how to explain or decide a course of action\u003cbr\u003ethat yields a desired effect that is repeatable. How can we have 20\/20\u003cbr\u003eforesight?\u003cbr\u003e\u003cbr\u003eThere is a wonderful story of a group of American car executives\u003cbr\u003ewho went to Japan to see a Japanese assembly line. At the\u003cbr\u003eend of the line, the doors were put on the hinges, the same as in\u003cbr\u003eAmerica. But something was missing. In the United States, a line\u003cbr\u003eworker would take a rubber mallet and tap the edges of the door to\u003cbr\u003eensure that it fit perfectly. In Japan, that job didn’t seem to exist.\u003cbr\u003eConfused, the American auto executives asked at what point they\u003cbr\u003emade sure the door fit perfectly. Their Japanese guide looked at\u003cbr\u003ethem and smiled sheepishly. “We make sure it fits when we design\u003cbr\u003eit.” In the Japanese auto plant, they didn’t examine the problem\u003cbr\u003eand accumulate data to figure out the best solution—they engineered\u003cbr\u003ethe outcome they wanted from the beginning. If they didn’t\u003cbr\u003eachieve their desired outcome, they understood it was because of a\u003cbr\u003edecision they made at the start of the process.\u003cbr\u003e\u003cbr\u003eAt the end of the day, the doors on the American-made and\u003cbr\u003eJapanese-made cars appeared to fit when each rolled off the assembly\u003cbr\u003eline. Except the Japanese didn’t need to employ someone to\u003cbr\u003ehammer doors, nor did they need to buy any mallets. More importantly,\u003cbr\u003ethe Japanese doors are likely to last longer and maybe even\u003cbr\u003ebe more structurally sound in an accident. All this for no other\u003cbr\u003ereason than they ensured the pieces fit from the start.\u003cbr\u003e\u003cbr\u003eWhat the American automakers did with their rubber mallets is\u003cbr\u003ea metaphor for how so many people and organizations lead. When\u003cbr\u003efaced with a result that doesn’t go according to plan, a series of\u003cbr\u003eperfectly effective short-term tactics are used until the desired out-\u003cbr\u003ecome is achieved. But how structurally sound are those solutions?\u003cbr\u003eSo many organizations function in a world of tangible goals and the\u003cbr\u003emallets to achieve them. The ones that achieve more, the ones that\u003cbr\u003eget more out of fewer people and fewer resources, the ones with an\u003cbr\u003eoutsized amount of infl uence, however, build products and companies\u003cbr\u003eand even recruit people that all fit based on the original\u003cbr\u003eintention. Even though the outcome may look the same, great leaders\u003cbr\u003eunderstand the value in the things we cannot see.\u003cbr\u003e\u003cbr\u003eEvery instruction we give, every course of action we set, every\u003cbr\u003eresult we desire, starts with the same thing: a decision. There are\u003cbr\u003ethose who decide to manipulate the door to fit to achieve the desired\u003cbr\u003eresult and there are those who start from somewhere very\u003cbr\u003edifferent. Though both courses of action may yield similar shortterm\u003cbr\u003eresults, it is what we can’t see that makes long-term success\u003cbr\u003emore predictable for only one. The one that understood why the\u003cbr\u003edoors need to fit by design and not by default.","brand":"Portfolio","offers":[{"title":"Default Title","offer_id":46300216459493,"sku":"NP9781591842804","price":31.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781591842804.jpg?v=1742919164","url":"https:\/\/k12savings.com\/es\/products\/start-with-why-isbn-9781591842804","provider":"K12savings","version":"1.0","type":"link"}