Simon Sinek Leadership Lessons: He discovered incredible patterns in how the greatest leaders think, act, and communicate.
He’s a hugely popular motivational speaker, an unshakable optimist who believes in a brighter future and our ability to build it together.
He developed the concept of creating success by finding the “why” in everything you do.
He’s Mr. Simon Sinek, and here’s Bounce Mojo’s take on Simon’s Ten Leadership Lessons for Success.
Let’s get started….
1 – Speak Last
Nelson Mandela is a particularly special case study in the leadership world because he is universally regarded as a great leader.
You can take other personalities and, depending on the nation you go to, we have different opinions about other personalities.
But Nelson Mandela, across the world, is universally regarded as a great leader.
He was the son of a tribal chief, and he was asked one day, “How did you learn to be a great leader?”
He responded that he would go with his father to tribal meetings.
And he remembers two things when his father would meet with other elders.
ONE: They would always sit in a circle.
And TWO: his father was always the last to speak.
You’ll be told your whole life that you need to learn to listen,
I would say that you need to learn to be the last to speak.
I see it in boardrooms every day of the week, even people who consider themselves good leaders, who may actually be decent leaders, will walk into a room and say, “here’s the problem,” “here’s what I think but I’m interested in your opinion, let’s go around the room…”
It’s too late.
The skill to hold your opinions to yourself until everyone has spoken does two things:
One, it gives everybody else the feeling that they have been heard – it gives everyone else the ability to feel that they have contributed.
And two, you get the benefit of hearing what everybody else has to think before you render your opinion.
The skill is really to keep your opinions to yourself.
If you agree with somebody, don’t nod yes.
If you disagree with somebody, don’t nod no.
Simply sit there, take it all in, and the only thing you’re allowed to do is ask questions so that you can understand what they mean and why they have the opinion that they have.
You must understand from where they are speaking – why they have the opinion they have, not just what they are saying, and in the end, you will get your turn.
It sounds easy, it’s not.
Practice being the last to speak – that’s what Nelson Mandela did.
2. Be Better Today
I spoke at an education summit for Microsoft.
I also spoke at an education summit for Apple.
At the education summit for Microsoft, I would say that 70 of the executives spent about 70 of their presentations talking about how to beat Apple.
At the Apple education summit, a hundred percent of the executives spent a hundred percent of their presentations talking about how to help teachers teach and how to help students learn.
One is playing this way and one is playing that way.
One is playing finite and the other one is playing infinite…
Guess which one gets frustrated?
So at the end of my talk at Microsoft, they gave me a gift.
They gave me the new Zune (when it was a thing.)
And let me tell you, this thing was spectacular.
It was the most elegant piece of technology I’d ever used – the user interface was incredible, the design was spectacular…
I absolutely loved it.
It was easy to use and it was bright and gorgeous and fanta- it didn’t work on iTunes which is a different problem.
So I couldn’t use it, but it was amazing and elegant – by god it was elegant!
So I’m sitting in the back of a taxi with a very senior Apple executive, sort of employee-number-12 kind of guy and you know, I like to stir pots…
So I turned to him and I said, “You know Microsoft gave me their new Zune and it is so much better than your iPod touch.”
And he turned to me and he said, “I have no doubt.”
Because the infinite player understands sometimes you’re ahead and sometimes you’re behind – sometimes your product is better and sometimes it’s worse.
The goal isn’t to be the best every day…
The goal isn’t to outdo your competition every day…
That’s a finite construction
If I had said to Microsoft I’ve got the new iPod touch and it’s so much better than your Zune they would have said, “Can we see it – what does it do…” react react react react
Finite players play to beat the people around them.
Infinite players play to be better than themselves – to wake up every single day and say, “how can we make our company a better version of itself today than it was yesterday?”
“How can we create a product this week that’s better than the product we created last week?”
We also have to play the infinite game.
It’s not about being ranked number one.
It’s not about having more followers on twitter than your friends…
It’s not about outdoing anyone.
It’s about how to outdo yourself.
It’s not about selling more books or getting more Ted views than somebody else, it’s about how to make sure that the work that you’re producing is better than the work you produced before.
You are your competition and that is what ensures you stay in the game the longest…
And that is what ensures you find joy.
Because the joy comes not from comparison – but from advancement.
3. Stack Your Deck
When are you at your best?
I’m at my best when I’m around people who believe what I believe.
I know it seems silly but I try very very hard to sort of stack the deck – you know, to put myself in a position of strength.
So for example…
Somebody asked me just yesterday, “have you ever had a bad engagement?”
I was thinking, “Not really.”
But it’s not because I’m some sort of genius understanding anything like that.
It’s because I stack the deck.
It’s because I want to be there – I want to be around people who want me there.
In other words, if I’m somebody’s tenth choice I’ll probably turn it down.
Whereas if I’m their first choice, they really want me there, and so I’m more likely to have good engagement.
They’re supportive of me, I’m supportive of them.
So yeah, I’m at my best when I stack the deck – when I choose to be in an environment where my strengths are.
4. Go After What You Want
So a friend of mine and I went for a run in central park.
The Roadrunners organization, on the weekends, they host races and it’s very common at the end of the race they’ll have a sponsor who will give away something – apples or bagels or something.
And on this particular day when we got to the end of the run, there were some free bagels and they had picnic tables set up and on one side was a group of volunteers.
On the table were boxes of bagels and on the other side was a long line of runners waiting to get their free bagel.
So I said to my friend, “Let’s get a bagel” and he looked at me and said,
“Ah the line’s too long” and I said “free bagel”
He said, “I don’t want to wait in line” and I was like “FREE BAGEL”
And he says “Nah, let’s… it’s too long”
That’s when I realized that there are two ways to see the world.
Some people see the thing that they want and some people see the thing that prevents them from getting the thing that they want.
I could only see the bagels, he could only see the line.
And so I walked up to the line, I leaned in between two people, put my hand in the box, and pulled out two bagels.
No one got mad at me.
Because the rule is you can go after whatever you want, you just cannot deny anyone else to go after whatever they want
Now, I had to sacrifice my choice – I didn’t get to choose which bagel I got, I got whatever I pulled out
But I didn’t have to wait in line.
So the point is you don’t have to wait in line.
You don’t have to do it the way everybody else has done it. You can do it your way you can break the rules, you just can’t get in the way of somebody else getting what they want.
5. Control Your Mind
Performing under pressure, whether it’s me or anybody else, is the same.
You know, I have the same pressures as anyone else – there are time, performance, financial, and deadlines.
My pressures are not unique.
The situation may be different but everybody has the same kinds of pressures.
But what I find fascinating is the interpretation of the stimuli.
Let me explain.
So I was watching the Olympics this last November 11 and I was amazed at how bad the questions were that the reporters would ask all the athletes.
And almost always they asked the same question, whether they were about to compete or after they competed, “Were you nervous?”
Right? and to a T, all the athletes went “NO,” right?
What I realized is it’s not that they’re not nervous, it’s their interpretation of what’s happening in their bodies.
I mean, what happens when you’re nervous?
Your heart rate starts to go… (imitates sound)
You sort of get a little tense, you get a little sweaty
You have an expectation of what’s coming and we interpreted that as “I’m nervous”
Now, what’s the interpretation of exciting?
Your heart rate starts to go – you’re anticipating what’s coming…
You get a little tense.
It’s all the same thing. It’s the same stimuli except these athletes, these Olympic quality athletes, have learned to interpret the stimuli that the rest of us would say as “nervous” – as “excited” they all say the same thing “No, I’m not nervous, I’m excited.”
And so I’ve actually practiced it just to tell myself when I start to get nervous that this is excitement.
You know? And so when I used to speak in front of a large audience and somebody would say “How do you feel?” you say, “a little nervous.”
Now when somebody says, “How do you feel?” I’m like “really excited actually” and it came from just sort of telling myself no no no this is excitement and it becomes a little bit automatic later on.
It’s kind of a remarkable thing to deal with pressure by interpreting what your body is experiencing as excitement rather than nerves and it’s really kind of effective; it makes you want to rush forward rather than pull back – and yet it’s the same experience.
6. Life Is A Journey
I talk to so many smart, fantastic, ambitious, idealistic, hard-working kids and they’re right out of college, they’re in their entry-level jobs, and I’ll ask them “How’s it going?”
They’ll say “I think I’m going to quit.”
I’m like “Why?”
They say to me “I’m not making an impact.”
I’m like “You know you’ve been here eight months, right?”
They treat the sense of fulfillment or even love like it’s a scavenger hunt – like it’s something you look for.
My millennial friends, they’ve gone through so many jobs – they’re either getting fired (I mean it was mutual) or they’re quitting because they’re not making an impact or they’re not finding the thing they’re looking for – they’re not feeling fulfilled as if it’s a scavenger hunt.
Love a job you find joy from.
It’s not something you discover – it’s not like “I found love, here it is I found a job I love.”
That’s not how it works.
Both of those things require hard work.
You are in love because you work very hard every single day of your life to stay in love.
You find a job that brings you ultimate joy because you work hard every single day to serve those around you and you maintain that joy.
It’s not a discovery, but the problem is the sense of impatience.
It’s as if an entire generation is standing at the foot of a mountain.
They know exactly what they want. They can see the summit.
What they can’t see is the mountain – this large immovable object.
That doesn’t mean you have to do your time, that’s not what I’m talking about.
Take a helicopter climb, I don’t care. But there’s still a mountain.
Life, career, fulfillment, relationships – are journeys.
The problem is this entire generation has an institutionalized sense of impatience and do they have the patience to go on the journey to maintain love? to feel fulfilled? or do they just quit and onto the next dump and onto the next ghost and on to the next?
7. Take Responsibility
Things like tradition and mysticism…
These were men of science, these were doctors.
And these doctors and men of science wanted to study and try and find the reason for this black death of a childbed and so they got to work, studying.
They would study the corpses of the women who had died.
In the morning they would conduct autopsies and in the afternoon they would go and deliver babies and finish their rounds.
It wasn’t until somewhere in the mid-1800s that Dr. Oliver Wendell Holmes, father of Supreme Court Justice Oliver Wendell Holmes, realized that all of these doctors who were conducting autopsies in the morning weren’t washing their hands before they delivered babies in the afternoon.
He pointed it out and said, “Guys, you’re the problem.”
They ignored him and called him crazy for 30 years until finally, somebody realized that if they simply washed their hands it would go away.
And that’s exactly what happened when they started sterilizing their instruments and washing their hands. The black death of the childbed disappeared.
My point is: The lesson here is sometimes you’re the problem.
We’ve seen this happen all too recently with our new men of science and empirical “studiers” and these men of finance who are smarter than the rest of us – until the thing collapsed.
And they blamed everything else except themselves.
My point is, take accountability for your actions.
You can take all the credit in the world for the things that you do right as long as you also take responsibility for the things you do wrong.
It must be a balanced equation.
You don’t get it one way and not the other.
You get to take credit.
8. Be True To Yourself
Every decision we make in our lives, as individuals or as organizations, is a piece of communication.
It’s our way of saying something about who we are and what we believe.
This is why authenticity matters – this is why you have to say and do the things you actually believe because the things you say and do are symbols of who you are and we look for those symbols so we can find people who believe what we believe.
Our very survival depends on it.
So if you’re putting out false symbols, you will attract people to those symbols but you won’t be able to form trust with them.
This is what tiger woods did to us: he lied.
He told us what he thought we wanted to hear and it was great and we were drawn to it and all of us who kind of liked that idea of the good guy.
Were drawn to it until we found out it was a lie.
He could have been the bad boy of golf.
He could have had all the same endorsements, had a fantastic career, and still been hailed as one of the great athletes of our day, but he didn’t.
He chose to lie.
Good luck forming trust again, Tiger.
We don’t believe you. We don’t trust you.
The goal of putting something out there – if you say what you believe and you do what you believe you will attract people who believe what you believe.
If you go to one of your friends and you say “How would you like me to dress so that you’ll like me better?”
“How would you want me to address you? How do you want me to speak so that you’ll like me more?”
Your friends are going to look at you like “What are you talking about?”
“Come on come on come on! What should I wear so that you’ll find me more appealing and how would you like me to speak to you so that you’ll like me more?”
Your friends are going to tell you: “Just be yourself. That’s why I like you. Just be yourself.”
Now, think about what we do in the industry.
What do we do?
We do market research, and we go and we ask the customers: what style should we speak to you, how should we decorate ourselves, what kind of things are you drawn to so that we can do those things so you’ll like us more…
It’s just as ridiculous.
Organizations should say and do the things they actually believe and they will attract people who believe what they believe.
Or they can choose to lie and at the slightest hint that they might be lying, cynicism sets in.
People start saying: “I’m not sure I can trust these guys because there’s not a lot of consistency in all the things they say and do which means they can’t have a very strong belief set or they’re lying to me” – and we call them inauthentic.
The entire process of asking other people who we should be is inauthentic.
That’s hilarious to me.
All these positioning studies we do are inherent – we’re going to do a study to find out from people so we can be more authentic…
Say and do what you actually believe and the symbols you put out there, the things you say and the things you do – those red hats are ways that people can find you.
What you have the ability to do, as designers, is to create those symbols and allow people to use those things to say something about who they are.
Work for companies, work for clients, work for people who you believe what they believe.
Show up and feel a part of something bigger than yourself.
And your part is to put what they believe into pictures and words and symbols and graphics so that other people can use those things to say something about who they are.
People put Harley-Davidson logos on their body to say something about who they are – corporate logos.
Ain’t no Proctor and Gambles tattooed on anybody’s arm.
Because Harley means something, they stand for something.
People put that tattoo on there not to tell you that they own a motorcycle…
They put that tattoo there to tell you something about themselves.
Have you ever seen anybody with a Mac laptop put a sticker over that beautiful shining Apple?
Ain’t gonna happen…
Then how will you know who I am?
Do you ever see anybody with a pc break out the Windex to clean out their computer?
Have you ever seen a dirty mac? Doesn’t exist.
Does not exist, why?
Because it’s who I am.
These are the symbols we use.
The companies that are crystal clear in what they believe and they’re disciplined in how they do it they’re consistent in what they do and everything they say.
Everything they do serves as a symbol of the set of values and beliefs.
We use those symbols to say something about who we are…
We surround ourselves with the people, the products, and the brands that say something about who we are…
… and when we can find the people who believe what we believe, we’re weirdly drawn to them because our very survival depends on it.
We need it.
So the more you can give of yourself, the more you can give of what you believe – the more you can discipline.
With discipline, say and do the things you actually believe.
Strange things started to happen.
9. Know Your Passion
“What are your thoughts and what’s your approach to finding and building upon passions?”
Passion is not an actionable word.
It’s correct that those who do the things that they’re passionate about doing better but it’s not helpful advice.
The question is: Where does passion come from?
Passion is a result.
Passion is energy.
Passion is the feeling you have when you’re engaged in something that you love.
Passion is the feeling you have that you would probably do this for free and you can’t believe somebody pays you to do it.
I think we mistake that passion is something we do in our private lives but it shouldn’t be done in our careers, for example.
I’m a firm believer that you are who you are and anybody who says “I’m different at home than I am at work” – in one of those two places, you’re lying.
The goal is to make everything you do at home and at work is something that you have excitement to do.
So how do you find the things that you’re excited to do?
Well, it’s actually easier than you think.
What are the things that you love to do? What are the things that you would do for free?
You know, how can you recreate that feeling and be paid for it?
So what are the things that I do on the weekend, right?
I’m very involved in the art world – I love to go to museums and galleries but I love to go see dance and performances because I want to see how others are interpreting the world.
So that inspires me: new ideas, new thoughts, new ways of looking at the world – are things that interest me privately…
And I seek it out and pay money for it, right?
So, does that mean I have to have a career in the arts?
It means I have to have a career where new ideas are explored, where people are experimenting and trying things out…
And I have to explore new ideas and try things out and I’m just as excited to go to work every day as I am to go do something on a Saturday night.
And so the idea of finding your passion is ironically simple because you should be doing stuff that you enjoy sometimes.
What is the stuff that you enjoy and then what is the stuff that you love?
10. Start With The Why
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 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 a 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.
The Wright brothers beat them to it.
There’s something else at play here.
About 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 and 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 of everyone else.
All I did was codify it and it’s probably the world’s simplest idea…
I call it the golden circle.
Why. How. What.
(Simon draws 3 sets of circles within each other, with the inner to outer circle labeled respectively.)
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 one hundred percent.
Some know how they do it whether you call it your differentiating 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 why I don’t mean to make a profit. That’s a result. It’s always a result.
By why I mean what’s your purpose…
What’s 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?
Well, as a result, the way we think, the way 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.
Let 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:
What: We make great computers
How: They’re beautifully designed, simple to use, and user friendly.
Why: Wanna buy one?
And that’s how most of us communicate…
That’s how most marketing is done.
That’s how most sales are done and that’s how most of us communicate personally.
We say what we do…
We say how we’re different or how we’re better…
We expect some sort of behavior or 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, do business with us…
Here’s our new car: it gets great gas mileage, it has leather seats, buy our car.
But it’s uninspiring.
Here’s how Apple actually communicates.
Why: Everything we do we believe in challenging the status quo. We believe in thinking differently
How: 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.
What: Want to buy one?
Totally different, right?
You’re ready to buy a computer from me, all I did was reverse 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.
People don’t buy what you do, they buy why you do it.
This 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…
But as I said before, Apple’s just a computer company.
There’s nothing that distinguishes them structurally from any of their competitors.
Their competitors are all equally qualified to make all of these products…
In fact, they try.
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, 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 an mp3 player 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.
Here’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 looking from the top-down, what you see is the human brain actually broken into three major components that correlate perfectly with the golden circle.
Our newest brain, the homo sapien brain, the neocortex is 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.
In other words, when we communicate from the outside-in, people can understand vast amounts of complicated information like features and benefits and facts and figures – just doesn’t drive behavior.
When we communicate from the inside-out, we’re talking directly to the part of the brain that 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.
You know sometimes, you can give somebody all the facts and figures and they say, “I know what all the facts and details say, but it just doesn’t feel right.”
Why would we use that verb,” it doesn’t feel right?”
Because the part of the brain that controls decision making doesn’t control language and the best we can muster up is, “I don’t know, it just doesn’t feel right.”
Or sometimes you say you’re leading with your heart or you’re leading with your soul…
Well, I hate to break it to you – those aren’t other body parts controlling your behavior, it’s all happening here in your limbic brain, the part of the brain that controls decision making and not language.
But if you don’t know why you do what you do and people respond to why you do what you do then how will anybody?
How would you ever get people to vote for you or buy something from you or more importantly be loyal and want to be a part of what it is that you do?
Again, the goal is not just to sell people who need what you have…
The goal’s 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 if you hire people just because they can do a job, they’ll work for your money.
But if you hire people who believe what you believe, they work for you with blood and sweat and tears.
Nowhere else is there a better example of this than with the Wright brothers.
Most people don’t know about Samuel Pierpont Langley.
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, “why did your product or why did your company fail?”
And people always give you the same permutation of the same three things: undercapitalized, the wrong people, and bad market conditions.
It’s always the same three things.
So let’s explore that.
Samuel Pierpont Langley was given 50,000 by the war department to 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…
…and how come we’ve never heard of Samuel Pierpont Langley?
A 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.
The 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.
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 paycheck and they tell stories of how every time the Wright Brothers went out, they would have to take five sets of parts because that’s how many times they would crash before they came in for supper.
Eventually, on December 17, 1903, the Wright brothers took flight, and no one was there to even experience it.
We found out about it a few days later and further proof that Langley was motivated by the wrong thing.
The day the Wright brothers took flight, he quit.
He could have said, “that’s an amazing discovery, guys. I will improve upon your technology.”
But he didn’t. He wasn’t first, he didn’t get rich, he didn’t get famous so he quit.
People don’t buy what you do they buy why you do it and if you talk about what you believe you will attract those who believe what you believe.
Well, why is it important to attract those who believe what you believe?
Something called the Law of Diffusion of Innovation and if you don’t know the law you definitely know the terminology.
The first two and a half percent of our population are our innovators.
The next 13 and a half percent of our population are our early adopters.
The next 34 are your early majority, your late majority, and your laggards.
The only reason these people buy touch-tone phones is that you can’t buy rotary phones anymore.
We all sit at various places and at various times on the scale but the Law of Diffusion of Innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration.
And then the system tips.
I love asking businesses, “what’s your conversion on new business?” and they love to tell you, “oh it’s about 10 proudly.”
Well, you can trip over 10 of the customers.
We all have about 10% who just get it. That’s how we describe them right?
That’s like that gut feeling, “oh they just get it.”
The problem is, how do you find the ones that just get it before you’re doing business with them versus the ones who don’t get it?
So it’s this here, this little gap, that you have to close as Jeffrey Moore calls it, “crossing the chasm.”
Because you see the early majority will not try something until someone else has tried it first.
The innovators and the early adopters, they’re comfortable making those gut decisions, they’re more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.
These are the people who stood online for six hours to buy an iPhone when they first came out when you could have just walked into the store the next week and bought one off the shelf.
These are the people who spent forty thousand dollars on flat-screen TVs when they first came out even though the technology was substandard.
And by the way, they didn’t do it because the technology was so great, they did it for themselves.
It’s because they wanted to be first.
People don’t buy what you do they buy why you do it and what you do simply proves what you believe.
In fact, people will do things that prove what they believe.
The reason that person bought the iPhone on the first in the first six hours or stood in line for six hours was because what they believed about the world and how they wanted everybody to see them they were first.
People don’t buy what you do, they buy why you do it.
So let me give you a famous example of a famous failure and a famous success of the law of diffusion of innovation.
First, the famous failure.
It’s a commercial example. As we said before a second ago, the recipe for success is money and the right people in the right marketing conditions.
You should have success.
Then look at Tivo.
From the time Tivo came out about eight or nine years ago to this current day they are the single highest quality product on the market.
Hands down there is no dispute.
They were extremely well-funded, market conditions were fantastic…
I mean, we use Tivo as a verb like, Tivo stuff on my piece of junk time warner DVR all the time
But tivo’s a commercial failure.
They’ve never made money and when they IPO, their stock was at about 30 or 40 dollars and then plummeted and it’s never traded above 10.
In fact, I don’t think it’s even traded above six except for a couple of little spikes.
Because you see, when Tivo launched their product they told us all what they had.
They said, “we have a product that pauses live TV, skips commercials, rewind live TV, and memorizes your viewing habits without you even asking.
And the cynical majority said, “we don’t believe you, we don’t need it, we don’t like it, you’re scaring us.”
What if they had said, “if you’re the kind of person who likes to have total control over every aspect of your life boy do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc.”
People don’t buy what you do, they buy why you do it and what you do simply serves as the proof of what you believe.
Now let me give you a successful example of the law of diffusion of innovation.
In the summer of 1963, 250 000 people showed up at the mall in Washington to hear Dr. King speak.
They sent out no invitations and there was no website to check the date.
How do you do that?
Well, Dr. King wasn’t the only man in America who was a great orator, he wasn’t the only man in America who suffered in a pre-civil rights America.
In fact, some of his ideas were bad but he had a gift.
He didn’t go around telling people what needed to change in America. He went around and told people what he believed.
“I believe, I believe, I believe.”
He told people and people who believed what he believed took his cause and they made it their own and they told people and some of those people created structures to get the word out to even more people.
Lo and behold, 250 000 people showed up on the right day at the right time to hear him speak
How many of them showed up for him?
Zero. They showed up for themselves
It’s what they believed about America that got them to travel on a bus for eight hours to stand in the sun in Washington in the middle of August.
It’s what they believed and it wasn’t about black versus white – 25% of the audience was white.
Dr. King believed that there were two types of laws in this world: those that are made by a higher authority and those that are made by man.
And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world.
It just so happens that the civil rights movement was the perfect thing to help him bring his cause to life.
We followed not for him, but for ourselves.
And by the way, he gave the “I have a dream” speech, not the “I have a plan” speech.
Listen to politicians now with their comprehensive 12-point plans they’re not inspiring anybody.
Because there are leaders and there are those who lead leaders to hold a position of power or authority
But those who lead inspire us whether they’re individuals or organizations.
We follow those who lead not because we have to but because we want to.
We follow those who lead not for them but for ourselves.
And it’s those who start with why that have the ability to inspire those around them or find others who inspire them. Thank you very much.
Conclusion: 10 [Inspiring] Simon Sinek Leadership Lessons
Thank you for watching Bounce Mojo’s take on Simon Sinek’s Lessons for Success.
Now, before we dive into the bonus section, it’s now over to you.
What was your favorite lesson or lessons today?
It’s now over to you to take some action in our bonus sections so grab a pen, get out your journal, and let’s get started.
- Make sure that you use a pen and paper because when you actually write it down it goes into your subconscious and it makes you really think about what you’re putting down.
- Write down what you love, who you love, and say five things that they have in common.
- Lastly number three: let’s retrain your brain by noticing three positive changes every day and make sure that you write them down.
There is over to you and time to take some action.
Put The Bounce In you Mojo Today!