Simon Sinek says, “people don’t buy what you do, they buy [because of] why you do it.” He argues that our brain is wired to start with why. We make decisions emotionally, subconsciously, and instinctively (based on the limbic system) and then justify our decisions and actions rationally, consciously and intellectually (based on the cerebral cortex). Despite this we’re inclined to talk a lot about what and how and often not really mention why.
The Golden Circle
Sinek introduces the Golden Circle and tells us to talk about why first, then how, and lastly what.Using his example, if Apple were to sell their computers starting with what, it might sound something like:
We make great computers! (what)
They’re beautifully designed and simple to use. (how)
Wanna buy one? (why)
If they start with why:
We believe in thinking differently. (why)
We challenge the status quo by making products that are beautifully designed and simple to use. (how)
We just happen to make great computers. Wanna buy one? (what)
Arguably, the first version suggests the pursuit of some extrinsic result while the second version suggests a cause driven by some intrinsic belief. In a more succinct example, Sinek reminds us that Martin Luther King said “I have a dream” not “I have a plan”. The goal of a company is not to do business with everyone who needs whatever the company provides. Rather the goal is to do business with people who believe in the same things as the company.
Work with purpose towards a vision
The why gives us purpose and motivates us to take action. It’s the reason to care, the driving force. Work is meaningful when there is intrinsic good in it, where doing something well and behaving ethically produces happiness through greater job satisfaction, an increased sense of well-being, and less anxiety. Typically the most meaningful jobs are those that help others in some way. When work is part of some greater purpose that we care about, as opposed to fulfilling a bureaucratic goal like producing so many widgets, we are energetic and enthusiastic, we persevere through frustration and failures because we’re doing what we truly want to do, what we must do. Having purpose says “what I am doing really matters because [fill in the why]”. It provides focus and energy for learning.
A vision describes a specific destination, a picture of the desired future. An example purpose might be advancing mans capability to explore the heavens. An example vision would be to put men on Mars by the end of the 2020s. Purpose without vision has no sense of scale, and without scale there’s no way for us to know if we’re improving.
Shared vision
In The Fifth Discipline, Peter Senge compares a shared vision to a hologram. He says that people’s personal visions overlap to create a shared vision. When a photograph is divided into pieces, each piece shows only part of the whole picture. When a hologram is divided into its components, each component shows a version of the whole picture in tact, just from a different point of view. So it is with a group of people who share a vision. Each person has their own way of seeing the whole picture. Each person shares responsibility for the whole. When superimposing the hologram components, the whole picture doesn’t change fundamentally. Rather it becomes more intense, more lifelike. When people share a common vision, the vision may not change fundamentally but it becomes more real, more detailed, people can imagine what it feels like.
A shared vision is a vision that people are truly committed to because it reflects their personal visions. It’s therefore more likely to have intrinsic value. People are bound together by a common aspiration and their power to do good is rooted in common caring. When personal purposes are related and a shared vision exists the relationships between people and their relationship with a company change. A common identity is created. In the safety of common purpose, where people are genuinely committed to a shared vision, people are more likely to expose their thinking, give up deeply held views, and recognize personal and company shortcomings. With solidarity people will overcome obstacles, get past their hesitancy, and be more likely to experiment and take risks.
Many company-related visions are extrinsic. They limit focus to achieving some financial goal or activity-based target or some other measure relative to the competition. Achieving an extrinsic vision might provide a temporary high, like a sugar rush, indeed it may be necessary for business in the short-term, but it’s not related to a motivating purpose that holds true meaning for people doing the work. Therefore, it rarely leads to something great and good in the long-term.
Committed or just going along with it
If I haven’t identified with my own vision all I can do is sign up for someone else’s. The result is compliance, not commitment. Extrinsic visions do not secure commitment from people. Compliance generally means I don’t spend my waking hours looking for what to do next. Compliance ranges from good enough to bad.
I get it. I see the benefits of your vision and I genuinely want it to occur. I’ll do everything expected of me, and more, as long as it’s within the rules.
I accept your vision and I’ll do what’s expected but no more. That way I get to keep my job and make my boss happy. Maybe I’ll even get a promotion.
I don’t see the benefits of your vision and I don’t mind telling people that I’m not really on board. But I also don’t want to lose my job so I’ll do just enough.
Then of course, there’s apathy: I have no interest in your vision. I’m neither for nor against it. Is it 5 o’clock yet? And there’s non-compliance: I don’t see the benefits in your vision. I won’t do what’s expected of me and you can’t make me.
If I’m committed to a shared vision I will do what I need to do to make it happen. Genuine commitment brings energy, passion, and excitement. A committed person doesn’t play by the rules. If the rules get in the way, that person will find ways to change the rules.
Personal mastery is a discipline
High performance teams are driven principally by intrinsic rewards such as learning. Dan Pink tells us that “people working autonomously and towards mastery perform at very high levels and yet greater things are possible when their work is done in service of a cause they believe in.” He adds, “the most deeply motivated people hitch their desires to a cause larger than themselves.” As individuals, we are each responsible for our own learning. In pursuit of mastery we do something because we feel it matters, it’s part of something important, it’s interesting, or we enjoy it. We give our best when we believe in a cause and think it’s worthwhile.
Purpose before profit
Profit is typically the goal for most companies but what’s the purpose, cause, or belief? Why does a company exist? Why do you get out of bed in the morning? Why should anyone care? Making money funds the pursuit of purpose. It enables business just like breathing enables life. And just as breathing is not life’s purpose, making money should not be a company’s purpose. Sadly, these days, it would be appear companies put profits first and focus directly on maximizing shareholder value. Instead, a company’s priority ought to be to create delighted customers by behaving ethically while being incredibly good at what it does. When such purpose comes before profit employees feel good about the company and their work, they take great care with customers, who then want to buy more from the company. This gives investors an outstanding return on their investment and shareholder value keeps rising.
Constancy of purpose
Deming talks about constancy of purpose being the dedication to continually improve product and service. What are we doing and why are we doing it? Constancy of purpose demands clarity of purpose. Operating the business on a day-to-day basis to satisfy short-term needs and profitability must be balanced with running the company with a keen eye on the future, investing continuously in innovation and learning, so that it becomes more competitive, stays in business and provides people with jobs.
Happiness and meaningful work
Whether it’s customers buying a product or service, an investor funding a startup company, or employees buying into the company vision, the reason why is the reason to care. Sinek tells us: Hire people because they can do a job and they’ll work for money. Hire people who believe what you believe and they’ll work with blood, sweat and tears. When people come together because they believe in what they are there to do, great things will happen. Companies who want this need to encourage people to develop their own personal visions.
It’s been said that the most successful people are those doing what they love. I think the happiest people are those doing what they love, with consistent and intrinsic purpose, and that success ultimately arrives from dogged pursuit of happiness.
