Start with why

Chapter 13: The Origins of a WHY
209 
“The Apple gave an individual the power to do the same things as any
company”
: Steve Wozniak, personal interview, November 2008.
210 
the two Steves made something they called the Blue Box
: Nick Cantlay,
“Biography: 
Stephen 
Wozniak,” 
The 
Apple 
Museum,
http://www.theapplemuseum.com/index.php?id=50
.
210 
famed “1984” commercial that aired during the Super Bowl
:
http://www.youtube.com/watch?v=OYecfV3ubP8
.

---

Chapter 14: The New Competition
222 
But not Ben Comen
: Rick Reilly, “Worth the Wait,” 
Sports Illustrated
,
http://sportsillustrated.cnn.com/2003/pr/subs/siexclusive/rick_reilly/10/13/reilly1020/index.html_the_wait.htm

---

INDEX

---

Abernathy, Ralph
achievement versus success
action, taking. 
See
HOW level
ad campaigns
WHAT level
WHY level
Agincourt, battle of
air travel
Continental Airlines turn-around
low-cost programs, failure of
pioneers, WHAT versus WHY
Southwest Airlines
See also
specific companies
Allen, Paul
America Online, WHY, loss of
Amundsen, Roald
Apple
ads/commercials
and authenticity
cause of
cultlike following
decision to purchase
and early adopters
Golden Circle applied to
and innovation
less-than orientation
and lifestyle
origin/growth of
Sculley, ineffectiveness of
successes, repetition of
user loyalty
WHY level
Armstrong, Neil
aspirational messages, as manipulation
assumptions, decisions based on

---

authenticity, and WHY level
auto industry
German, and American buyers
promotions
Volkswagen Phaeton, failure of

---

Baer, Rebecca
balance
and authenticity
and Golden Circle
and nature
Ballmer, Steve
Balzer, Stephan
Baring, Sir Francis
Barings Bank
Barrett, Colleen
Barton, Jim
belief. 
See
WHY level
belonging, sense of
and followers
power of
and shared values
Bethune, Gordon
brain
connection to Golden Circle
limbic brain
neocortex
Branson, Richard
breakage, and promotions
Bridgeport Financial
Brookhill
Brotman, Jeffrey
Bruder, Ron

---

cause
of Apple
civil rights movement
of Costco
of Microsoft
of Southwest Airlines
of Wright brothers
See also
WHY level
celebrity endorsements
as manipulation
Q-score
Celery Test
failing, examples of
passing, examples of
charisma
elements of
and King, Martin Luther Jr.
civil rights movement
Abernathy, HOW level
King, WHY level
clarity
and charisma
and King, Martin Luther Jr.
versus volume of message
of WHY
Colgate, product variations
collections industry, WHY company example
Comen, Ben
communication, symbols, power of
computer industry
WHY versus WHAT
See also
specific companies
consistency, of WHAT level
Continental Airlines, turn-around of
Costco

---

cause of
employees first focus
Creative Technology Ltd.
culture
organizational
and shared values/beliefs

---

Daly, Jack
dating, WHAT versus WHY
decisions
assumptions as basis of
and brain
WHAT versus WHY
See also
gut decisions
Dell, WHY, lack of
Dell, Michael
Delta Airlines, low-cost program failure
differentiation, Golden Circle levels for
discipline, of HOW level
Disney
Celery Test, passing
WHY-HOW level team
Disney, Roy
Disney, Walt
Donald, Jim
Dr. Seuss
Duke, Michael T.

---

early adopters
innovation, accepting
marketing to
Economic crisis (2008), and manipulation
Edison, Thomas
EFE Foundation
employees
company/employee fit
Continental Airlines turn-around
employees first focus
excitement and startups
happy, importance of
hiring
and innovation
loyalty of
motivation versus inspiration
passion, root of
sense of purpose, WHY level
team, importance of
trust in organization
Endurance

---

fads
fear, as manipulation
Fed-Mart
feelings
gut decisions
limbic brain
about organizations
Feirstein, Douglas
Ferrari
Ford, Henry
Fowler, Randy
Friedman, Thomas

---

gambling, versus calculated risk
Gates, Bill
as inspirational leader
retirement as CEO
in WHY-HOW partnership
See also
Microsoft
Gateway
Gathering of Titans
General Motors, promotions by
Gladwell, Malcolm
Glass, David
Golden Circle
Apple as example
applications of
balance, need for
clarity
concept, development of
consistency
discipline
HOW level
neurological connection to
order of levels, importance of
of organizational structure
WHAT level
WHY level
See also
specific levels
golden ratio
gut decisions
and brain
and great leaders
potential clients, turning away
and product purchase
and WHY level

---

Harbridge, Christina
Harley-Davidson
tattoo of logo
waiting time for product
Honda
luxury models
Odyssey, versus Ferrari
Honoré, Dwayne
Honoré Construction
Hopper, Victoria Duffy
HOW level
defined
discipline of
HOW-types, accomplishments of
HOW level organizations
Celery Test for
HOW-WHY partnerships
organizational structure
Southwest Airlines
human need, belonging as

---

immigrants, and WHY of America
innovation
adopters, profile of
airplane, WHAT versus WHY
and Apple
born out of struggle
and employees
innovator mentality, percentage of population
Law of Diffusion of
as manipulation
and marketing errors, TiVo example
and mass-market success
true, impact of
inspiration
compared to manipulation
of employees
and great leaders
instinct
and brain
and decisions. 
See
gut decisions
iPhone
iPod
iTunes

---

Jeruchimowitz, Howard
Jobs, Steve
Apple startup
return to Apple (1997)
in WHY-HOW partnership
See also
Apple
Jumper, John, General

---

Kelleher, Herb
in WHY-HOW partnership
See also
Southwest Airlines
Kennedy, John F.
King, Martin Luther Jr.
March on Washington
as charismatic leader followers
in WHY-HOW partnership
King, Rollin. 
See also
Southwest Airlines
Kmart

---

laggards
Langley, Samuel Pierpont
laundry detergent, WHAT versus WHY
Law of Diffusion of Innovation
leaders and leadership
career path and WHY
charisma
clarity of
followers, connection to
and Golden Circle
gut instincts of
as inspirational
as optimists
and organizational growth
School Bus Test
succession, failures
succession, successes
success versus achievement
true, impact of
and trust
WHY-HOW level teams
See also
individual leaders
Leeson, Nick
Lewis & Clark Bank
lifestyle
and Apple products
and WHY
limbic brain
and decision making. 
See
gut decisions
and loyalty
and trust
and WHY level
logos, as symbols
Lorenzo, Frank
loyalty

---

of Apple users
and authenticity
and brain
of employees
manipulation as destroyer of
versus repeat business

---

manipulation
aspirational messages as
celebrity endorsements as
compared to inspiration
and corporate manipulation
and economic crisis (2008)
effectiveness of
fear as
innovation/novelty as
as loyalty destroyer
as negotiating tactic
peer pressure as
price as
promotions as
and short-term results
stress caused by
Manly, Charles
mass-market success
and Law of Diffusion of Innovation
market penetration percentage
Maust, Trey
Microsoft
cause of
post-Gates era
WHY as fuzzy
Moore, Geoffrey
Moran, Michael
Motorola, RAZR innovation
mp3 player
Mygoldenvelope.com

---

neocortex
and decision making
and WHAT level

---

optimism, of WHY leaders
organizations
Celery Test, finding WHAT and HOW
corporate America methods. 
See
manipulation
culture, basis of
growth, CEO role of
stress caused by
structure, Golden Circle of
See also
HOW level organizations; WHAT level organizations; WHY level
organizations; specific companies

---

passion
of employees, root of
and startups
peer pressure, as manipulation
personality, and adoption of innovation
Powell, Colin
price, as manipulation
Price, Sol
promotions
breakage
as manipulation
Purpose or cause. 
See
WHY level
Putnam, Howard

---

Q-score
quality, product, evaluating

---

railroads, WHAT versus WHY
Ramsay, Mike
Reagan, Ronald
rebates
Samsung claims case
slippage
replay
Restak, Richard
results. 
See
WHAT level
Robinson, Lori, General
Rogers, Everett M.
Rosengarten, Sam

---

sales pitch
pressure as manipulation
WHAT versus WHY
Samsung, rebate claims
satellite radio, failure of
School Bus Test
Schultz, Howard
Sculley, John
Shackleton, Ernest
short-term results, and corporate manipulation
Sinegal, Jim
slippage, and rebates
Southwest Airlines
cause of
Celery Test, passing
employee-company fit
employees as first focus
HOW level
innovation, approach to
low-cost competitors, failure of
origin/growth of
profitability of
succession, success of
WHY level
Starbucks, WHY, loss of
stress
corporate America as cause
and manipulation
and WHAT level
success
versus achievement
feeling versus being
and loss of WHY
succession of leader, importance of
Sumpter, Jeff

---

symbols
created by followers
logos as
power of

---

Target
“Think Different” ads
tipping points
fads as
Gladwell on
TiVo, WHAT versus WHY marketing
Toyota
trust
and brain
celebrity endorsements
elements of
of employees in organization
in familiar versus unfamiliar persons
and leaders/followers
and values
WHY-HOW level partners

---

United Airlines, low-cost program failure

---

values
articulating, nouns versus verbs
and leaders/followers
and shared values
and trust
Virgin Records
Volkswagen Phaeton, failure of

---

Wal-Mart
price as manipulation
and Walton goals/values
WHY, loss of
Walton, Sam
as everyman
and winning
Walton, S. Robeson
WHAT level
computer industry
and consistency
and consumer decisions
dating example
and decision making
defined
neurological connection to
WHAT level organizations ad campaigns
Celery Test for
organizational structure
railroad industry
sales pitch
success versus achievement
Whybrow, Peter
WHY level
and career path
clarity of
dating example
and decision making
defined
development in individuals
and early adopters
followers/users
and lifestyle
and limbic brain
WHY level organizations

---

ad campaigns
authenticity of
a cause, examples of
and employees. 
See
employees
and expectations
functioning as social movements
Golden Circle
and innovation
and leadership. 
See
leaders and leadership
organizational structure
and repeating successes
and sales pitch
successful, loss of WHY
trust, culture of
WHY-HOW level partners
See also
specific organizations
Winfrey, Oprah
winning
Wozniak, Steve
Wright, Wilbur and Orville

---

Document Outline

• Title Page
• Copyright Page
• Dedication
• Preface
• Introduction
• PART 1 - A WORLD THAT DOESN’T START WITH WHY
• Chapter 1 - ASSUME YOU KNOW
• Chapter 2 - CARROTS AND STICKS
• PART 2 - AN ALTERNATIVE PERSPECTIVE
• Chapter 3 - THE GOLDEN CIRCLE.
• Chapter 4 - THIS IS NOT OPINION, THIS IS BIOLOGY
• Chapter 5 - CLARITY, DISCIPLINE AND CONSISTENCY
• PART 3 - LEADERS NEED A FOLLOWING
• Chapter 6 - THE EMERGENCE OF TRUST
• Chapter 7 - HOW A TIPPING POINT TIPS
• PART 4 - HOW TO RALLY THOSE WHO BELIEVE
• Chapter 8 - START WITH WHY, BUT KNOW HOW
• Chapter 9 - KNOW WHY. KNOW HOW. THEN WHAT?
• Chapter 10 - COMMUNICATION IS NOT ABOUT SPEAKING, IT’S ABOUT LISTENING
• PART 5 - THE BIGGEST CHALLENGE IS SUCCESS
• Chapter 11 - WHEN WHY GOES FUZZY
• Chapter 12 - SPLIT HAPPENS
• PART 6 - DISCOVER WHY
• Chapter 13 - THE ORIGINS OF A WHY
• Chapter 14 - THE NEW COMPETITION
• AFTERWORD
• Acknowledgements
• NOTES
• INDEX