Start with why -- how great leaders inspire action | Simon Sinek | TEDxPugetSound

Summary

Simon Sinek's talk 'Start with why' explores the concept that the most successful leaders and organizations, like Apple and Martin Luther King, inspire by communicating from a core 'why'— their purpose or belief. Sinek introduces the 'golden circle' model, emphasizing the importance of starting with 'why' rather than 'what' or 'how', to resonate emotionally and inspire loyalty. He explains that this approach appeals to our limbic brain, driving behavior and decision-making, and is crucial for attracting like-minded individuals to achieve mass-market success.

Takeaways

• 🤔 The importance of starting with 'why': Understanding the underlying purpose or belief that drives an organization or individual is crucial for inspiration and success.
• 💡 Simon Sinek's Golden Circle: A framework that suggests successful leaders and organizations communicate from the inside out, starting with 'why', then 'how', and finally 'what'.
• 🍎 Apple's differentiation: Apple's success is attributed to its ability to communicate its belief in challenging the status quo, which attracts customers who share the same values.
• 🌟 The power of belief: People are drawn to leaders and organizations that resonate with their own beliefs, rather than just the products or services offered.
• 🧠 Biological basis for 'why': The human brain is structured in a way that the limbic brain, responsible for feelings and decision-making, is more influenced by the 'why' than the 'what'.
• 🛠️ The role of purpose in innovation: Companies that start with a clear 'why' are more likely to inspire loyalty and attract the right talent, leading to innovation and success.
• 🛒 Consumers buy 'why': People are more likely to purchase from organizations that they believe in, rather than just the functionality or features of a product.
• 🌐 The diffusion of innovation: Successful mass-market acceptance of an idea requires reaching a tipping point of market penetration, which is influenced by the beliefs of early adopters.
• 🚀 The Wright brothers' example: Their success in powered flight was driven by a strong belief in the potential impact of their invention, attracting support and dedication from others.
• 📉 TiVo's failure to inspire: Despite having a superior product, TiVo's focus on 'what' rather than 'why' led to a lack of consumer adoption and commercial failure.
• 📈 Dr. King's success: Dr. Martin Luther King Jr.'s ability to inspire a movement was rooted in his clear articulation of his beliefs, which resonated with and mobilized a large audience.

Q & A

What is the central theme of Simon Sinek's talk 'Start with why'?

The central theme of Simon Sinek's talk is the importance of understanding the 'why' behind what an organization or individual does, as opposed to just focusing on the 'what' and 'how'. He argues that the most successful and inspiring leaders and organizations communicate from the inside out, starting with their 'why'.

What does Simon Sinek refer to as the 'golden circle'?

The 'golden circle' is a concept introduced by Simon Sinek to describe the pattern he discovered in which all great and inspiring leaders and organizations operate. It consists of three parts: 'Why', 'How', and 'What', with 'Why' at the center, representing the purpose or belief that drives an organization or individual.

According to Simon Sinek, why is Apple considered innovative year after year?

Sinek suggests that Apple's innovation is not just because they are a computer company, but because they have a different 'why'. They challenge the status quo and think differently, which is their core belief, and this is what makes them stand out and appear more innovative.

How does Simon Sinek explain the success of the Wright brothers in achieving controlled, powered man flight?

Sinek explains that the Wright brothers' success was due to their belief and purpose, which was to change the course of the world with their flying machine. Their drive was not just for wealth or fame, but for the cause they believed in, which attracted others to support their dream.

What is the difference between the way most organizations communicate and how Apple communicates according to the script?

Most organizations communicate from the outside in, starting with what they do and how they are different, expecting a behavior like a purchase. Apple, on the other hand, communicates from the inside out, starting with why they challenge the status quo and what they believe in, which makes their products desirable.

Why does Simon Sinek argue that people don't buy what you do, but why you do it?

Sinek argues this because people are more likely to be loyal and supportive of an organization or cause if they connect with the underlying beliefs and values that drive it. This connection is what influences their behavior and decision-making.

What is the significance of the 'why' in the context of the human brain as explained by Simon Sinek?

The 'why' is significant because it speaks directly to the limbic part of the human brain, which is responsible for feelings, trust, loyalty, and all human behavior and decision-making. Communicating the 'why' allows people to rationalize it with the tangible 'what' and 'how'.

How does Simon Sinek relate the concept of 'why' to the law of diffusion of innovation?

Sinek relates the 'why' to the law of diffusion of innovation by stating that those who believe in the 'why' are the innovators and early adopters who drive the success of an idea or product. Attracting people who believe in the same 'why' is crucial for achieving mass-market acceptance.

What is the difference between a leader and those who lead, according to Simon Sinek?

A leader may hold a position of power or authority, but those who lead are the ones who inspire us. We follow those who lead not because we have to, but because we want to, and it's those who start with 'why' that have the ability to inspire others.

Why did Dr. Martin Luther King Jr.'s speech attract such a large crowd without any formal invitations or announcements?

Dr. King's speech attracted a large crowd because he communicated his beliefs and inspired people who shared those beliefs. They came not for him, but for themselves and what they believed in, which was the cause of racial equality.

What is the key takeaway from the story of Samuel Pierpont Langley and the Wright brothers as told by Simon Sinek?

The key takeaway is that having the right resources, connections, and qualifications does not guarantee success. It is the 'why', the purpose, and the belief that truly drives success. Langley was motivated by fame and wealth, while the Wright brothers were driven by a cause, which ultimately led to their success.

Outlines

00:00

🤔 The Power of 'Why' in Leadership and Innovation

Simon Sinek introduces the concept of starting with 'why' as a foundational principle for leadership and innovation. He challenges the assumption that we understand our motivations and questions why some entities, like Apple, consistently outperform others despite similar resources. Sinek proposes that great leaders and organizations operate from a 'golden circle' model, starting from their 'why'— their purpose, cause, or belief— rather than their 'what' or 'how'. This approach is shown to inspire action and loyalty, contrasting with the common 'outside-in' communication style that focuses on products or services first.

05:01

🛫 The Golden Circle and the Human Brain's Role in Decision Making

This paragraph delves into the biological basis for the Golden Circle, correlating it with the structure of the human brain. The neocortex, responsible for rational thought and language, represents the 'what'. The limbic brain, which governs feelings and decision-making but lacks language capabilities, is linked to the 'why'. Sinek argues that communicating from the inside out, starting with 'why', directly influences the part of the brain that controls behavior, leading to more impactful and inspiring communication. He uses examples of Apple's marketing strategy to illustrate the difference between 'what' and 'why' communication.

10:04

🏆 The Pursuit of Purpose Over Results in Achieving Success

Sinek contrasts the stories of Samuel Pierpont Langley and the Wright brothers to emphasize the importance of having a clear 'why'. Langley, despite having resources and qualifications, failed in his pursuit of powered man flight because he was motivated by wealth and fame. In contrast, the Wright brothers, who lacked resources and formal education, succeeded because they were driven by a belief in the potential impact of their invention. This narrative reinforces the idea that those who believe in a purpose are more likely to attract like-minded individuals and achieve success, even without conventional advantages.

15:09

📈 The Diffusion of Innovation and the Importance of Belief in Mass Adoption

The final paragraph discusses the law of diffusion of innovation, explaining the stages of market adoption for new ideas or products. Sinek points out the significance of reaching a tipping point in market penetration for an idea to become widely accepted. He uses TiVo as an example of a high-quality product that failed commercially because it did not effectively communicate its 'why'. The paragraph highlights the importance of attracting people who share the same beliefs as a company or leader, as they are the ones who will drive mass-market acceptance and success.

🌟 Inspiring Leadership and the Impact of Belief-Driven Actions

In this concluding paragraph, Sinek reflects on the nature of inspiring leadership, using Dr. Martin Luther King Jr.'s 'I Have a Dream' speech as an example. He differentiates between leaders who hold positions of power and those who inspire action through shared beliefs. The paragraph emphasizes that people follow those who lead not out of obligation but because they are compelled by their own beliefs, which align with the leader's vision. Sinek concludes by reiterating the power of starting with 'why' to inspire and unite people towards a common cause.

Keywords

💡Why

The term 'why' is central to the video's theme, referring to the purpose, cause, or belief that drives an organization or individual. It is the foundational reason behind actions and decisions. In the script, Simon Sinek emphasizes that great leaders and organizations start with 'why', which is different from the common approach of starting with 'what' or 'how'. Apple's example illustrates this concept, where their 'why' is to challenge the status quo and think differently, which inspires their innovation in products.

💡Innovation

Innovation is the process of translating an idea or invention into a good or service that creates value. In the context of the video, Apple is highlighted as an innovative company because they consistently produce groundbreaking products that defy industry norms. Their innovation is attributed to their 'why', which is to challenge the status quo, rather than just being a computer company.

💡Golden Circle

The Golden Circle is a model introduced by Simon Sinek that suggests the most inspiring leaders and organizations operate from the inside out, starting with 'why', then 'how', and finally 'what'. It is a simple yet profound idea that explains why some organizations and leaders are able to inspire others. The video uses the Golden Circle to illustrate the difference between companies that lead with their purpose and those that lead with their products or services.

💡Belief

Belief, in the video, refers to the convictions or values that guide an individual or organization's actions. It is the 'why' behind what they do. The Wright brothers' story exemplifies this, as their belief in the potential of flight drove them to achieve powered man flight despite facing greater challenges than their competitors.

💡Differentiation

Differentiation is the process of distinguishing oneself from others in a way that is meaningful to the customer. In the script, Sinek points out that while most companies focus on differentiating their 'what' or 'how', the truly inspiring ones differentiate themselves by their 'why', which is a more compelling reason for customers to engage with them.

💡Status Quo

Status quo refers to the existing state of affairs or the current situation. The video emphasizes the importance of challenging the status quo as part of an organization's 'why'. Apple's example is used to show how their belief in challenging the status quo is central to their innovation and success.

💡Limbic Brain

The limbic brain is the part of the brain responsible for emotions and decision-making, as explained by Sinek using the Golden Circle model. It is connected to the 'why' of an organization or individual, as it controls behavior and is influenced by beliefs and values, rather than rational or analytical thought.

💡Inspiration

Inspiration, in the context of the video, is the ability to motivate and influence others to act or think in a certain way. It is closely tied to the 'why' of an organization or leader. Sinek argues that those who start with 'why' are more likely to inspire others because they appeal to the limbic brain, which controls behavior and emotions.

💡Purpose

Purpose is the reason for which something exists or is done, often related to a broader goal or objective. In the video, purpose is integral to the 'why' of an organization, as it defines the cause or belief that gives meaning to their actions. The Wright brothers' purpose was to change the course of the world with their invention of controlled, powered flight.

💡Law of Diffusion of Innovation

The Law of Diffusion of Innovation is a theory that explains how, why, and at what rate new ideas and technology spread through cultures. In the video, Sinek uses this concept to explain the importance of attracting people who believe in the same 'why' as the organization, as they are the early adopters who can help an idea reach a tipping point and achieve mass-market acceptance.

💡Tipping Point

A tipping point is the critical level at which a small change can produce a significant effect. In the video, Sinek discusses the concept in relation to the Law of Diffusion of Innovation, stating that mass-market success cannot be achieved until a product or idea reaches a market penetration of 15 to 18 percent, at which point the system tips and adoption accelerates.

Highlights

Simon Sinek emphasizes the importance of starting with 'why' to understand the underlying purpose or belief behind actions and organizations.

Apple's innovation is attributed to their 'why' - challenging the status quo and thinking differently, rather than just being a computer company.

The 'why' behind actions can explain why certain individuals, like Martin Luther King, lead movements despite not being the only ones with the relevant experiences or skills.

The Wright brothers' success in powered man flight is highlighted as an example of achieving against the odds due to their strong 'why'.

Sinek introduces the Golden Circle model - Why, How, What - as a pattern for understanding inspirational leadership and organization.

Most people and organizations know 'what' they do and 'how', but few understand their 'why', which is crucial for inspiration.

The difference between communicating from the outside in versus the inside out, and its impact on inspiration and behavior.

Apple's marketing strategy is contrasted to show the power of starting with 'why' and its effect on consumer behavior.

The idea that people buy based on 'why' an organization operates, not just 'what' they do or sell.

The goal of doing business with people who share the same beliefs, not just those who need the product or service.

Biological basis for the Golden Circle is explained through the functions of different parts of the human brain.

The limbic brain's role in decision-making and behavior, and how it responds to communication that starts with 'why'.

The importance of hiring people who believe in the company's 'why' for loyalty and dedication, not just for their skills.

The story of Samuel Pierpont Langley and the Wright brothers illustrates the power of belief and 'why' in achieving success.

The law of diffusion of innovation and its relevance to understanding market acceptance and the importance of early adopters.

The concept that people's actions are driven by their beliefs and how this relates to the success of products and ideas.

Examples of the successful application of the 'why' principle in the context of the Civil Rights Movement and Dr. King's leadership.

The distinction between leaders who hold power and those who inspire, and the importance of starting with 'why' for the latter.

Transcripts

Transcriber: Capa Girl Reviewer: Wendy Morales

So, where do you start when you have a program that's about integrating lives with passions?

Well, you start with "why."

Why?

And that kicks us off for the first speaker tonight - Simon Sinek

and his talk "Start with why."

Simon Sinek: We assume, even, we know why we do what we do.

But then 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,

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 to 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?

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 percent.

Some know how they do it,

whether you call it your differentiated 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?

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:

"We make great computers.

They're beautifully designed, simple to use and user friendly.

Wanna buy one?" "Meh."

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're better

and we expect some sort of a behavior,

a 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 who 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.

"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.

Wanna buy one?"

Totally different right? You're ready to buy a computer from me.

All I did was reverse the order of the information.

People don't buy what you do they 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 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.

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 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 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 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,

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 can 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 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 to 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,

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'll work for you with blood and sweat and tears.

And nowhere else is there a better example of this

than with the Wright brothers.

Most people don't know about Samuel Pierpont Langley.

And 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.

I mean, even now, when 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:

under-capitalized, the wrong people, bad market conditions.

It's always the same three things, so let's explore that.

Samuel Pierpont Langley was given 50,000 dollars 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.

Then 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.

And 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.

And, eventually, on December 17th 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,

and 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.

But 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 percent are your early majority,

your late majority and your laggards.

The only reason these people buy touch tone phones

is because you can't buy rotary phones anymore.

(Laughter)

We all sit at various places at various times on this 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 percent 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 10 percent," proudly.

Well, you can trip over 10 percent of the customers.

We all have about 10 percent 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 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 in line 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 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 the things that prove what they believe.

The reason that person bought the iPhone in the first six hours,

stood in line for six hours,

was because of 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,

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 market conditions.

Right? You should have success then.

Look at TiVo.

From the time TiVo came out about 8 or nine 9 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 verb.

I 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 went 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 6, 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, 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 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.

And 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 in a bus for 8 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 percent of the audience was white.

Dr. King believed that there are 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 happened 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.

(Laughter)

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.