START WITH WHY SUMMARY
1. A WORLD THAT DOENS’T START WITH WHY
CHAPTER 1: ASSUME YOU KNOW
The first chapter dives into the assumptions we make and the impact they have on our
actions. Sinek gives examples of scenarios where looking at the bigger picture, and not
jumping to assumptions, can shape your behavior towards driving long-term results. The
same goes for achieving our goals, we just go for it without the proper research.
Take the classic example of American car manufacturers versus the Japanese. In American
car factories, workers on the assembly line apply final fixes on doors using a rubber mallet,
whereas in Japan the doors are engineered to fit perfectly from the start.
This is also a metaphor for leadership. There are two types of leaders: those who decide to
manipulate to get to the end result, and those who start with the end result in mind and let
everything else naturally fall into place.
The Wright brothers succeed at flying an airplane and not Samual Pierpoint, because he
didn’t know how
Other examples: Apple’s why, Martin Luther Kings’ why, General Motors why, Harley-
davidsons’ why, Disneys’ why, Southwest airlines why
CHAPTER 2: CARROTS AND STICKS
According to Sinek, there are two ways to attract customers: inspiring the carrots or
manipulating the sticks. Most of the sales tactics used by businesses today involve
manipulation.
Price: is a highly effective manipulation but it’s a short term gain. Consumers will expect
lower and lower prices but low prices mean more costs
Promotions: General Motors: gave a lot of incentives but it put them in a deep hole.
Incentives work but at what cost?
Fear: fear will motivate to comply with demands. Powerful manipulation
Aspirations: tempting us to want to be the person we wish we were
Peer pressure: we believe majority or experts or celebrities know better
Novelty (aka innovation): companies disguise novelty (nieuwigheid) as innovation
Pricing and promotions are the most commonly identified forms of sales manipulation, but
fear, aspirations, peer pressure, and novelty tend to be more discrete.
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, Regardless of the type of manipulation, it is important to understand these are short-term
solutions which end up leading to a cycle of repeated manipulation. Continuing too far down
this path will impact long-term profitability, but there is another way which is revealed in
chapter three.
2. AN ALTERNATIVE PERSPECTIVE
CHAPTER 3: THE GOLDEN CIRCLE
The core of Simon Sinek’s “Start With Why” is his discovery of The Golden Circle. There are
three parts of The Golden Circle: Why, How, and What.
Why: Very few people or companies can clearly articulate why they do what they do. This
isn’t about running a profitable company—that’s a result. Why is all about your purpose.
Why does your company exist? Why do you get out of bed in the morning? And why should
anyone care?
How: Some people and companies know how they do what they do. Whether you call them
a ‘’differentiating value proposition’’ or a ‘’unique selling proposition,’’ HOWs are often given
to explain how something is different or better.
What: Every single company on the planet knows what they do. This is true no matter how
big or small the company is, or no matter what industry they belong to. Everyone can easily
describe the products or services their company sells or the job function they have within
the company.
When we start with “Why”, we go from the inside out of the circle. “Why” is the reason to
buy and the “Whats” merely represent the tangible products as a proof of that belief.
“Whats” are the reasons we can point to rationalize why we so much like a company over
another.
10
1. A WORLD THAT DOENS’T START WITH WHY
CHAPTER 1: ASSUME YOU KNOW
The first chapter dives into the assumptions we make and the impact they have on our
actions. Sinek gives examples of scenarios where looking at the bigger picture, and not
jumping to assumptions, can shape your behavior towards driving long-term results. The
same goes for achieving our goals, we just go for it without the proper research.
Take the classic example of American car manufacturers versus the Japanese. In American
car factories, workers on the assembly line apply final fixes on doors using a rubber mallet,
whereas in Japan the doors are engineered to fit perfectly from the start.
This is also a metaphor for leadership. There are two types of leaders: those who decide to
manipulate to get to the end result, and those who start with the end result in mind and let
everything else naturally fall into place.
The Wright brothers succeed at flying an airplane and not Samual Pierpoint, because he
didn’t know how
Other examples: Apple’s why, Martin Luther Kings’ why, General Motors why, Harley-
davidsons’ why, Disneys’ why, Southwest airlines why
CHAPTER 2: CARROTS AND STICKS
According to Sinek, there are two ways to attract customers: inspiring the carrots or
manipulating the sticks. Most of the sales tactics used by businesses today involve
manipulation.
Price: is a highly effective manipulation but it’s a short term gain. Consumers will expect
lower and lower prices but low prices mean more costs
Promotions: General Motors: gave a lot of incentives but it put them in a deep hole.
Incentives work but at what cost?
Fear: fear will motivate to comply with demands. Powerful manipulation
Aspirations: tempting us to want to be the person we wish we were
Peer pressure: we believe majority or experts or celebrities know better
Novelty (aka innovation): companies disguise novelty (nieuwigheid) as innovation
Pricing and promotions are the most commonly identified forms of sales manipulation, but
fear, aspirations, peer pressure, and novelty tend to be more discrete.
10
, Regardless of the type of manipulation, it is important to understand these are short-term
solutions which end up leading to a cycle of repeated manipulation. Continuing too far down
this path will impact long-term profitability, but there is another way which is revealed in
chapter three.
2. AN ALTERNATIVE PERSPECTIVE
CHAPTER 3: THE GOLDEN CIRCLE
The core of Simon Sinek’s “Start With Why” is his discovery of The Golden Circle. There are
three parts of The Golden Circle: Why, How, and What.
Why: Very few people or companies can clearly articulate why they do what they do. This
isn’t about running a profitable company—that’s a result. Why is all about your purpose.
Why does your company exist? Why do you get out of bed in the morning? And why should
anyone care?
How: Some people and companies know how they do what they do. Whether you call them
a ‘’differentiating value proposition’’ or a ‘’unique selling proposition,’’ HOWs are often given
to explain how something is different or better.
What: Every single company on the planet knows what they do. This is true no matter how
big or small the company is, or no matter what industry they belong to. Everyone can easily
describe the products or services their company sells or the job function they have within
the company.
When we start with “Why”, we go from the inside out of the circle. “Why” is the reason to
buy and the “Whats” merely represent the tangible products as a proof of that belief.
“Whats” are the reasons we can point to rationalize why we so much like a company over
another.
10
