Simon Sinek COMIENZA POR EL POR QUE

Summary

El guion del video explora la idea de que los líderes y organizaciones inspiradores, como Apple y Martin Luther King, logran el éxito porque piensan, actúan y se comunican de manera opuesta a la mayoría. Se introduce el concepto del 'Círculo Dorado', que enfatiza la importancia de comenzar con el 'porqué' de una empresa o líder, más que con el 'qué' o el 'cómo'. Esto se apoya en la biología humana, donde la parte del cerebro responsable de la toma de decisiones (límbico) no controla el lenguaje, lo que explica por qué las personas compran más por la razón de un producto o servicio que por sus características. El video también discute la Ley de la Difusión de la Innovación y cómo los creyentes en una causa pueden llevar a un éxito masivo.

Takeaways

• 🎯 Las organizaciones y líderes inspiradores como Apple, Martin Luther King y los Hermanos Wright piensan, actúan y comunican de una manera diferente a los demás.
• 💡 El 'Círculo Dorado' es una teoría que explica cómo algunas organizaciones y líderes inspiran a otros. Se centra en 'Por qué', 'Cómo' y 'Qué'.
• 🧠 La mayoría de las personas y organizaciones saben 'qué' hacen y algunas saben 'cómo' lo hacen, pero muy pocas saben 'por qué' lo hacen.
• 🚀 Las personas no compran lo que haces, sino el 'por qué' lo haces. Este 'por qué' representa la creencia, propósito o causa que guía a una organización o líder.
• 🍏 Apple se diferencia porque comunica su 'por qué' (creer en desafiar el status quo y pensar diferente) en lugar de solo comunicar lo que hace.
• 🤔 La teoría se basa en principios biológicos: el cerebro humano tiene una parte (el sistema límbico) que controla las decisiones, pero no el lenguaje, lo que hace que el 'por qué' resuene más emocionalmente.
• ✈️ Los Hermanos Wright triunfaron en el vuelo controlado porque estaban motivados por un propósito, mientras que Samuel Pierpont Langley, que buscaba fama y riqueza, fracasó.
• 🔄 La ley de la difusión de la innovación muestra que para lograr el éxito masivo, se necesita convencer al 15-18% del mercado, especialmente a los innovadores y los primeros adoptantes.
• 🗣️ Martin Luther King inspiró a millones no solo por lo que decía, sino porque comunicaba su creencia fundamental y otros se unieron porque compartían esa creencia.
• 👥 Las personas siguen a quienes inspiran, no porque tengan que hacerlo, sino porque quieren hacerlo, y esto crea un sentido de lealtad y propósito compartido.

Q & A

¿Cuál es el tema central del discurso en el video?

El tema central del discurso es explicar por qué algunas organizaciones y líderes son capaces de inspirar y lograr un éxito duradero, mientras que otros no lo hacen. El concepto clave es el 'Círculo Dorado', que destaca la importancia de empezar por el 'por qué' en lugar de solo enfocarse en 'qué' y 'cómo'.

¿Qué es el 'Círculo Dorado' y qué representa cada una de sus partes?

El 'Círculo Dorado' es un modelo que explica cómo piensan, actúan y se comunican los líderes y organizaciones inspiradores. Tiene tres partes: 'Qué' (lo que hacen), 'Cómo' (el proceso o diferenciación) y 'Por qué' (la razón o creencia fundamental). La clave del éxito es comenzar desde el 'por qué'.

¿Por qué se considera que Apple es un ejemplo exitoso de este enfoque?

Apple es un ejemplo exitoso porque no solo se enfoca en decir qué hace (crear computadoras), sino en comunicar por qué lo hace: desafiar el status quo y pensar de manera diferente. Esto conecta con los consumidores a un nivel emocional y los motiva a comprar sus productos.

¿Cómo se diferencia la comunicación tradicional de la inspiradora según el modelo del 'Círculo Dorado'?

La comunicación tradicional empieza desde el exterior (lo más claro) y se mueve hacia el interior (lo más abstracto): comienza explicando 'qué' hacen, luego 'cómo' lo hacen. La comunicación inspiradora, en cambio, empieza desde el interior: primero el 'por qué' (creencias), luego el 'cómo' y finalmente el 'qué'.

¿Cuál es la importancia del 'por qué' en las decisiones de compra de los consumidores?

El 'por qué' es crucial porque las personas no compran lo que haces, compran el motivo detrás de lo que haces. Al conectar emocionalmente con los valores y creencias de una empresa, los consumidores son más propensos a comprar sus productos y ser leales.

¿Cómo explica el discurso la diferencia entre el éxito de los hermanos Wright y Samuel Pierpont Langley en la carrera por el vuelo motorizado?

Los hermanos Wright tuvieron éxito porque estaban impulsados por una creencia profunda de que el vuelo cambiaría el mundo, lo que motivó a su equipo a trabajar con dedicación y sacrificio. En contraste, Langley buscaba fama y riqueza, y cuando los Wright volaron primero, abandonó porque su motivación era superficial.

¿Qué es la 'ley de la difusión de la innovación' y cómo se relaciona con el éxito de un producto o idea?

La 'ley de la difusión de la innovación' describe cómo los nuevos productos o ideas son adoptados por diferentes segmentos de la población. Los innovadores y primeros adoptadores (un 15-18%) deben aceptar una idea antes de que el resto de la mayoría la adopte. Este concepto es clave para alcanzar un éxito masivo en el mercado.

¿Por qué los ejemplos de TiVo y Dr. Martin Luther King se utilizan para ilustrar la importancia del 'por qué'?

TiVo, a pesar de tener la mejor tecnología, fracasó porque se enfocó en comunicar 'qué' hacía su producto, no 'por qué' lo hacía. En cambio, Martin Luther King tuvo éxito porque habló de sus creencias y motivó a otros que compartían esas creencias, creando un movimiento inspirador que fue mucho más allá de él.

¿Cómo se relaciona la biología del cerebro con la teoría del 'Círculo Dorado'?

El 'Círculo Dorado' se relaciona con la biología del cerebro, donde la neocorteza está asociada con el 'qué' (pensamiento racional y lenguaje) y el cerebro límbico con el 'por qué' (emociones, toma de decisiones, y comportamiento, pero sin capacidad para el lenguaje). Comunicarse desde el 'por qué' activa el cerebro límbico y genera decisiones emocionales profundas.

¿Cuál es el mensaje final del discurso en cuanto al liderazgo y la inspiración?

El mensaje final es que los verdaderos líderes no solo ocupan posiciones de poder, sino que inspiran a otros. Las personas siguen a quienes lideran no por obligación, sino porque comparten sus creencias. Los líderes que comienzan con el 'por qué' son los que pueden inspirar y atraer a aquellos que creen lo mismo.

Outlines

00:00

💡 Innovación de Apple y el patrón del éxito

Este párrafo explora cómo Apple sigue siendo más innovadora que sus competidores a pesar de tener los mismos recursos. Se pregunta por qué Apple, Martin Luther King y los Hermanos Wright lograron éxitos extraordinarios cuando otros con mejores calificaciones no lo hicieron. La clave está en un patrón común que siguen las personas y organizaciones inspiradoras: piensan, actúan y comunican de manera opuesta a la mayoría, lo que Simon Sinek denomina el 'Círculo Dorado'. Este patrón explica por qué algunas organizaciones inspiran mientras otras no.

05:00

📱 Diferencia entre Apple y sus competidores

El párrafo destaca que la gente no compra lo que haces, sino por qué lo haces. Se usa el ejemplo de Apple y cómo comunican su propósito de desafiar el status quo a través de sus productos simples y bellamente diseñados. Esto contrasta con empresas como Dell o Gateway, que fallaron en la venta de productos similares a los de Apple porque solo comunicaban lo que hacían, sin transmitir un propósito inspirador. La clave está en hacer negocios con quienes creen en lo mismo que tú.

10:02

🧠 Biología detrás de la toma de decisiones

Aquí se explica cómo el cerebro humano está estructurado en tres partes principales que se corresponden con el 'Círculo Dorado': el neocórtex (qué), responsable del pensamiento analítico y el lenguaje, y el cerebro límbico (cómo y por qué), que controla los sentimientos y la toma de decisiones pero no tiene capacidad para el lenguaje. Al comunicar desde adentro hacia afuera (por qué), se logra una conexión emocional que impulsa el comportamiento, mientras que comunicar desde afuera hacia adentro (qué) solo proporciona datos que no generan acción.

15:04

✈️ El fracaso de Langley y el éxito de los Hermanos Wright

Este párrafo compara a Samuel Langley con los Hermanos Wright en la carrera por el vuelo motorizado. Aunque Langley tenía más recursos y apoyo, fracasó porque su motivación era la fama y el dinero. En cambio, los Wright estaban impulsados por una creencia en cambiar el mundo. La gente que trabajaba con ellos lo hacía por convicción, no por dinero. Esta diferencia de enfoque muestra cómo el 'por qué' inspira compromiso genuino, mientras que el enfoque en el 'qué' lleva al fracaso.

👥 Ley de la difusión de innovaciones y liderazgo inspirador

Se presenta la Ley de la Difusión de Innovaciones, que establece que solo cuando se alcanza entre un 15% y un 18% de penetración en el mercado, una idea se vuelve aceptada masivamente. Los innovadores y adoptadores tempranos son quienes toman decisiones basadas en creencias, no solo en hechos. El párrafo concluye con ejemplos de éxito y fracaso en este contexto, incluyendo cómo Martin Luther King inspiró a miles al compartir su creencia en una sociedad justa, no solo su plan.

Keywords

💡Círculo Dorado

El 'Círculo Dorado' es un concepto central en el video, que representa una manera de pensar, actuar y comunicar que diferencia a los líderes y organizaciones exitosas. Está compuesto por tres niveles: el 'qué', el 'cómo' y el 'por qué'. La mayoría de las personas y empresas comienzan por el 'qué' (lo que hacen), pero los más inspiradores empiezan por el 'por qué' (su propósito o causa).

💡Innovación

La innovación se refiere a la capacidad de una empresa o individuo para crear algo nuevo o mejorar significativamente un producto o proceso. En el video, Apple es un ejemplo clave de cómo una empresa puede ser consistentemente innovadora, no solo por sus productos, sino por su propósito fundamental de 'desafiar el status quo'.

💡Por qué

El 'por qué' es el nivel más profundo del Círculo Dorado y se refiere al propósito, causa o creencia que motiva a una persona o empresa. Es el motivo por el cual hacen lo que hacen. El video subraya que las personas no compran lo que haces, sino por qué lo haces, destacando la importancia de una misión clara y auténtica.

💡Líderes inspiradores

Los líderes inspiradores son aquellos que no solo tienen éxito, sino que logran movilizar a otros en torno a una causa o creencia compartida. Martin Luther King y los hermanos Wright son ejemplos en el video de personas que, a través de su 'por qué', lograron inspirar y liderar movimientos importantes.

💡Comunicación de adentro hacia afuera

Este concepto se refiere a la manera en que los líderes inspiradores comunican, comenzando con su 'por qué' (propósito) y luego explicando el 'cómo' y el 'qué'. Es opuesto a la comunicación convencional que empieza desde los aspectos más claros (qué hacemos) y va hacia los más abstractos. Apple es un ejemplo de cómo esta estrategia de comunicación crea una conexión más profunda con los consumidores.

💡Cerebro límbico

El cerebro límbico es la parte del cerebro responsable de nuestras emociones, comportamientos y decisiones, pero carece de la capacidad de lenguaje. El video explica que cuando comunicamos desde el 'por qué', nos dirigimos directamente a esta parte del cerebro, lo que influye en las decisiones basadas en emociones y no en hechos racionales.

💡Creencia

La creencia es un concepto central en el video, que se refiere a las convicciones profundas que motivan a las personas y organizaciones. La creencia en una causa es lo que impulsa a los líderes inspiradores y a sus seguidores. El video muestra cómo la creencia de los hermanos Wright en cambiar el mundo los llevó a superar obstáculos, mientras que aquellos motivados por la fama o el dinero, como Samuel Langley, fracasaron.

💡Ley de difusión de la innovación

Esta ley explica cómo las ideas o productos se adoptan por diferentes segmentos de la población, desde los innovadores hasta los rezagados. Según el video, para lograr una aceptación masiva, es necesario alcanzar un punto crítico de entre el 15% y el 18% de penetración en el mercado. Los primeros en adoptar son aquellos que toman decisiones basadas en creencias más que en hechos racionales.

💡Comportamiento humano

El comportamiento humano, según el video, está estrechamente relacionado con las emociones y las decisiones que tomamos basadas en lo que creemos. El video argumenta que las personas toman decisiones de compra o de lealtad no basadas en hechos o características del producto, sino en cómo esas decisiones se alinean con sus creencias y emociones.

💡Fidelidad

La fidelidad en el contexto del video se refiere a la lealtad de los clientes o seguidores a una marca o líder debido a su 'por qué' en lugar de solo a los productos que ofrecen. La fidelidad se genera cuando las personas se identifican con las creencias de una organización o líder, como en el caso de Apple o Martin Luther King.

Highlights

Apple is consistently more innovative than its competitors, despite having access to the same resources.

Martin Luther King led the Civil Rights Movement not because he was the only one affected, but because of his ability to inspire.

The Wright brothers succeeded in powered flight while better-funded and more educated teams failed.

All great leaders and organizations think, act, and communicate from the inside out, starting with 'why'.

Most people and organizations know 'what' they do and 'how' they do it, but very few know 'why' they do it.

'Why' represents purpose, cause, or belief – not profit or results.

Apple communicates by starting with 'why' – challenging the status quo and thinking differently.

People don’t buy what you do; they buy why you do it.

The brain's decision-making process aligns with the 'Golden Circle' model, where decisions are driven by the limbic brain, responsible for emotions and behavior.

Samuel Pierpont Langley, despite being well-funded and connected, failed in his pursuit of powered flight due to lacking a cause-driven purpose.

The Wright brothers succeeded because they were driven by a belief in changing the world through flight.

Employees who believe in your 'why' will work for you with passion, while those hired only for the job will work for the paycheck.

The Law of Diffusion of Innovation explains that innovators and early adopters are the key to spreading new ideas.

Mass market success is achieved when an idea reaches between 15-18% market penetration, tipping the system.

Dr. King's success in mobilizing 250,000 people was driven by a shared belief in a just world, not just his own leadership.

Transcripts

[Music]

[Music]

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

preil rights America and he certainly

wasn't the only great oror of the day

why him and why is it that the W

brothers were able to figure out control

powered man flight when there were

certainly other teams who were better

qualified better

funded and they didn't achieve powered

man flight and the right Brothers beat

them to it there's something else at

play

here about 3 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 R Brothers they all think act and

communicate the exact same way and it's

the complete opposite to everyone else

all I did was codify it and it's

probably the world's simp

idea I call it the Golden

Circle why how what 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

100% 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 or

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 we make great

computers they're beautifully designed

simple to use and user friendly want to

buy

one n and that's how most of us

communicate that's how most marketing is

done that's how most sales is done and

that's how most of us communicate

interpersonally we say what we do we say

how we're different or how we better and

we expect some sort of behavior a

purchase a vote something like that

here's our new law firm uh we have the

best lawyers with the biggest clients we

have you know we always perform for our

clients do business with us here's our

new car it gets great gas mile it has

you know leather seats by our car but

it's uninspiring here's how Apple

actually

communicates everything we do we believe

in challenging the status quo we believe

in thinking

differently 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 want to buy

one totally different right you're ready

to 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 compe

their competitors are all equally

qualified to make all of these products

in fact they tried 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 and

Dell Dell came out with MP3 players and

pdas and 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 anybody 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 tenants of biology

not psychology bi biology if you look at

a cross-section of the human brain

looking from the top down what you see

is the human brain is actually broken

into three major components that

correlate perfectly with the Golden

Circle our newest brain our Homo Sapien

brain our

neocortex corresponds with the what

level the neocortex is responsible for

all of our rational and analytical

thought and language the middle two

sections make up our lyic brains and our

lyic 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

yes people can understand vast amounts

of complicated information like features

and benefits and facts and figures it

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 your figures and you say I

know what all the facts and detail 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 there aren't other body

parts controlling your behavior it's all

Happening Here in your lyic 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 will

you ever get people to to to to vote for

you or buy something from you or more

importantly be loyal and want to be a

part of what it is what that you do

again the goal is not just is to sell

people who need what you have the goal

is 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 you know there's uh if

you if you if you um 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

and nowhere nowhere else is there a

better example of this than with the R

Brothers most people don't know about

Samuel Pont Langley and back in the

early 20th century the pursuit of

powered man flight was like the do come

of the day everybody was trying it and

Samuel Pont Langley had what we assume

to be the recipe for success I mean even

now you ask people why did your product

or why did your company fail and people

always give you the per same permutation

of the same three things under

capitalized the wrong people bad market

conditions it's always the same three

things so let's explore that Samuel Pont

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 mines of

the day he hired the best mines money

could find and the market conditions

were fantastic the New York Times

followed him around everywhere and

everyone was rooting for Langley then

how come we've never heard of Samuel

Pont Langley a few hundred miles away in

Dayton

Ohio oral 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 R 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 Pont Langley was different

he wanted to be rich and he wanted

famous he was in pursuit of the result

he was in pursuit of the riches and lo

and behold look what happened the people

who

believed in the wri brother's 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 W 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 and eventually on December 17th

1903 the R 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

right Brothers took flight he quit he

could have said that's an amazing

Discovery guys now 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 2 and a half% of

our population are our innovators the

next 13 and a half% 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 by

touchone phones is cuz you can't buy

rotary phones

[Music]

anymore we all sit at various places at

various times on the scale but what 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% Market

penetration and then the system tips and

I love asking businesses what's your

conversion on new business and they love

to tell you oh it's about 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

and these guys 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 6 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 $40,000 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 the

things that prove what they believe the

reason that person bought the iPhone on

the first in the first 6 hours or stood

in 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 bu why you do it so let me

give you a famous example 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 and the right markting

conditions right you should have success

then look at too from the time too came

out about eight or nine years ago to

this current day they are the single

highest quality product on the market

hands down the is no

dispute they were extremely well funded

market conditions were fantastic I mean

we use too as a verb I to stuff on my

piece of junk time wen't a DVR all the

time but too's a commercial failure

they've never made money and when they

went IPO their stock was at about $30 or

$40 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 too launched their they told us all

what they had they said we have a

product that pauses live TV skips

commercials rewinds 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

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 on the mall in

Washington to hear 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 is the 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 know he went around and told

people what he believed I believe I

believe 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 uh created structures to

get the word out to even more people and

lo and behold

250,000 people showed up on the right

day on the right time to hear him speak

how many of them showed up for

him

zero they showed up for themselves it's

what what they believed about America

that got them to travel on a bus for 8

hours to stand in the sun in Washington

for 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

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 him not

for him but for ourselves and by the way

he gave the I Have a Dream speech not

the I have a plan

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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 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

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