Start With Why



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Start With Why How Great Leaders Inspire Everyone to Take Action (Simon Sinek) (z-lib.org)

 
of
 
WHAT. As this metric grows, any company can become a "leading" 
company. But it is the ability to inspire, to maintain clarity of WHY, 
that gives only a few people and organizations the ability to lead. 
The moment at which the clarity of WHY starts to go fuzzy is the 
split. At this point organizations may be loud, but they are no longer 
clear.
When organizations are small, WHAT they do and WHY they do 
it are in close parallel. Born out of the personality of the founder it is 
relatively easy for early employees to "get it." Clarity of WHY 
understood because the source of passion is near—in fact it 
physically comes to work every day. In most small businesses all the 
employees are all crammed into the same room and socialize 
together. Simply being around a charismatic founder allows that
 


SPLIT HAPPENS 
209 
feeling of being a part of something special to flourish. Although 
they may be some efficiencies to be gained, for small businesses that 
at perfectly comfortable staying small, the need to articulate the 
WHY is not as important. For organizations that want to pass the 
School Bus Test, to become billion-dollar organizations or work at a 
scale large enough to shift markets or society, the need to manage 
through the split is paramount.
The School Bus Test is a simple metaphor. If a founder or leader 
of an organization were to be hit by a school bus, would the orga-
nization continue to thrive at the same pace without them at the 
helm? So many organizations are built on the force of a single per-
sonality that their departure can cause significant disruption. The 
question isn't if it happens—all founders eventually leave or die— 
it's just a question of when and how prepared the organization is for 
the inevitable departure. The challenge isn't to cling to the leader; it's 
to find effective ways to keep the founding vision alive forever.
To pass the School Bus Test, for an organization to continue to 
inspire and lead beyond the lifetime of its founder, the founder's 
WHY must be extracted and integrated into the culture of the 
company. What's more, a strong succession plan should aim to find 
a leader inspired by the founding cause and ready to lead it into the 
next generation. Future leaders and employees alike must be in-
spired by something bigger than the force of personality of the 
founder and must see beyond profit and shareholder value alone.
Microsoft has experienced a split, but is not so far down the line 
that it can't be put back on track. There was a time not too long ago 
that people at Microsoft showed up at work every day to change the 
world. And they did. What Microsoft achieved, putting a PC on 
every desk, dramatically changed the way we live. But then their 
WHY went fuzzy. Few people at the company today are instructed 
to do everything they can to help people be more productive so that 


START WITH WHY 
210 
they can achieve their greatest potential. Instead, Microsoft became 
just a software company.
If you visit Microsoft's headquarters in Redmond, Washington, 
you will find that although their WHY has gone fuzzy, it is not lost. 
That sense of a cause, that desire to change the world again, is still 
there, but it has become unfocused, wrapped up in HOW and 
WHAT they do. Microsoft has a remarkable opportunity to clarify 
their WHY and regain the inspiration that took them to where they 
are today. If they do not, if all they do is manage the WHAT and 
continue to ignore the WHY, they will end up looking like America 
Online, a company so far past the split that their WHY is indeed 
lost. There is barely a hint of the original WHY left anymore.
America Online used to inspire. Like Google today, it was the 
hot company to work for. People clamored to move to Virginia to 
work for this amazing company that was changing the rules of 
business. And it was true that, like all inspiring companies, AOL set 
in motion changes that profoundly altered how we do almost ev-
erything. They inspired a nation to get online. Their cause was clear 
and their decisions were governed by their WHY. Their goal was to 
get more people online, even if their decisions in pursuit of that goal 
wreaked havoc on their business in the short term. With their WHY 
in focus, AOL pulled ahead of their competition by deciding to 
change from hourly pricing for Internet access to unlimited monthly 
pricing, a decision that created so much traffic it shut down their 
servers. Given the impact, the decision was neither practical nor 
rational, but it was the right choice to help bring their cause to life. 
That their systems shut down with the additional traffic only 
pushed them to work harder to cope with it, to ensure that America 
could, in fact, get and stay online.
In those days, having an AOL e-mail address was a point of 
pride—a sign of being one of those who was a part of the Internet 
revolution. These days, still having an AOL e-mail address is a sym-


SPLIT HAPPENS 
211 
bol of having been left behind. That the meaning of something as 
simple as

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