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Wat hebben grote, inspirerende leiders als Steve Jobs en Martin Luther King met elkaar gemeen? Ze weten allebei dondersgoed waaróm ze doen wat ze doen. Simon Sinek merkte dat organisaties en leiders die het Waarom als uitgangspunt nemen succesvoller, invloedrijker en innovatiever zijn. Ze vormen een bron van inspiratie voor hun medewerkers en creëren loyale klanten. Begin Wat hebben grote, inspirerende leiders als Steve Jobs en Martin Luther King met elkaar gemeen? Ze weten allebei dondersgoed waaróm ze doen wat ze doen. Simon Sinek merkte dat organisaties en leiders die het Waarom als uitgangspunt nemen succesvoller, invloedrijker en innovatiever zijn. Ze vormen een bron van inspiratie voor hun medewerkers en creëren loyale klanten. Begin met het waarom helpt je om beter en authentieker leiding te geven en om je omgeving te inspireren. Met vele voorbeelden uit de praktijk laat Sinek zien dat het werkt. Dit boek is gebaseerd op de ideeën uit zijn presentatie over leiderschap op TEDx, waarmee hij wereldwijd de aandacht trok.


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Wat hebben grote, inspirerende leiders als Steve Jobs en Martin Luther King met elkaar gemeen? Ze weten allebei dondersgoed waaróm ze doen wat ze doen. Simon Sinek merkte dat organisaties en leiders die het Waarom als uitgangspunt nemen succesvoller, invloedrijker en innovatiever zijn. Ze vormen een bron van inspiratie voor hun medewerkers en creëren loyale klanten. Begin Wat hebben grote, inspirerende leiders als Steve Jobs en Martin Luther King met elkaar gemeen? Ze weten allebei dondersgoed waaróm ze doen wat ze doen. Simon Sinek merkte dat organisaties en leiders die het Waarom als uitgangspunt nemen succesvoller, invloedrijker en innovatiever zijn. Ze vormen een bron van inspiratie voor hun medewerkers en creëren loyale klanten. Begin met het waarom helpt je om beter en authentieker leiding te geven en om je omgeving te inspireren. Met vele voorbeelden uit de praktijk laat Sinek zien dat het werkt. Dit boek is gebaseerd op de ideeën uit zijn presentatie over leiderschap op TEDx, waarmee hij wereldwijd de aandacht trok.

30 review for Begin met het waarom (De business bibliotheek)

  1. 4 out of 5

    Sean Gibson

    Me: Ill take Books That Should Have Been Long Articles Instead of Books for $500, please, Alex. Alex Trebek: This book takes hundreds of pages, including at least 4,398 references to how great Apple is, to make a fairly simple (albeit important) point, and was likely written by someone from the Department of Redundancy Department. Me: What is Start With Why? The idea at the core of this bookthat successful companies can clearly articulate WHY they are in business (beyond making profit) rather than Me: “I’ll take ‘Books That Should Have Been Long Articles Instead of Books’ for $500, please, Alex.” Alex Trebek: “This book takes hundreds of pages, including at least 4,398 references to how great Apple is, to make a fairly simple (albeit important) point, and was likely written by someone from the Department of Redundancy Department.” Me: “What is ‘Start With Why’?” The idea at the core of this book—that successful companies can clearly articulate WHY they are in business (beyond making profit) rather than just being able to describe WHAT they do and HOW they do it—is a compelling one. It’s helped me think about how my team operates in the context of our firm, and how our firm defines its own value proposition. But, I don’t think I needed 250+ pages to get me to that point. 25 probably would have been sufficient. Contrary to popular belief, my time is valuable, people. It’s not just going to waste itself, you know.

  2. 5 out of 5

    Andy

    Great TED Talk, but not enough to carry a book. The author utters the same platitudes over and over. The main concept is that persuasive argument starts with connection, then emotions, then facts. This goes back to Aristotle and is nothing new. The plus-value here would come from present real world illustrations, but this is where he trips himself up in self-contradictions. For example, Apple Inc. is great because they are so original, i.e. they don't just copy and refine, they truly "innovate." Great TED Talk, but not enough to carry a book. The author utters the same platitudes over and over. The main concept is that persuasive argument starts with connection, then emotions, then facts. This goes back to Aristotle and is nothing new. The plus-value here would come from present real world illustrations, but this is where he trips himself up in self-contradictions. For example, Apple Inc. is great because they are so original, i.e. they don't just copy and refine, they truly "innovate." But Southwest Airlines totally copied and refined Pacific Southwest Airlines (PSA) including the name, the concept, even the stewardesses in the go-go boots, and PSA the true innovator is long gone while Southwest thrives. So the details of the "why" become circular reasoning: if you are successful then you must have started with why, where "starting with why" means doing whatever it is that makes organizations successful.

  3. 4 out of 5

    Jesse Field

    Stuart Sinek gave a really great TED Talk that summarizes the argument of this book: when we get caught up in the details of HOW and WHAT we are working on, it is very easy to forget WHY we are doing it. For example, at the turn of the 20th century, the Wright brothers were trying to build something that would fly with no support and very little money of their own. Meanwhile, Samuel Pierpont Langley was given full government subsidy to solve the problem of flight. But the Wright brothers got Stuart Sinek gave a really great TED Talk that summarizes the argument of this book: when we get caught up in the details of HOW and WHAT we are working on, it is very easy to forget WHY we are doing it. For example, at the turn of the 20th century, the Wright brothers were trying to build something that would fly with no support and very little money of their own. Meanwhile, Samuel Pierpont Langley was given full government subsidy to solve the problem of flight. But the Wright brothers got their first and Langley didn't. How so? "They were pursuing the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why." "Why" here means not the motivating factors, but the "passion" to succeed, directed at some measurable activity. As A. mentioned, this is an argument a serial killer would use to get the idea that he was doing the right thing by being the best serial killer he could be (and damn the world for doubting his passions!). It is an amoral, ethics-free system for thinking about enterprise. Token mention of Martin Luther King aside, most examples in this book refer to the enterprise of coming up with products to sell: iPhones, TiVo, Harley-Davidson. It's as if all great tasks in life are things we sell each other, from motorcycles to social justice. That's a profound thought, and not one I can either accept or deny at the moment. Is spreading justice a matter of salesmanship? As a teacher I respond immediately with "yes," but as a researcher and a devoted reader I remember, out at the edge of my mind, that there is something to life besides sales. There's something else, a need to connect with others, a drive to help, to add to the world, that isn't covered here. The style of the book is short, blockish sentences. Clearly it is written so that even people with short attention spans will be engrossed. This works better in speech than in print. Overall, I'd say the TED talk is a far more successful product than the book.

  4. 4 out of 5

    Avolyn Fisher

    I am only on page 90 and this book is driving me nuts. I usually don't review a book or make a comment before I have finished reading it but I have to get this off of my chest so I can power through the rest. First of all, I agree 100% with Sinek in that a company has to have an established vision and mission in which the company culture hinges upon with a unified purpose. I believe that it is important to hold yourself and your company to an ethical standard. However, beyond that I think Sinek I am only on page 90 and this book is driving me nuts. I usually don't review a book or make a comment before I have finished reading it but I have to get this off of my chest so I can power through the rest. First of all, I agree 100% with Sinek in that a company has to have an established vision and mission in which the company culture hinges upon with a unified purpose. I believe that it is important to hold yourself and your company to an ethical standard. However, beyond that I think Sinek was a little misguided in weaving together the fabric of his theory. First of all, his examples seemed a little far fetched, he mentions countless successful companies and individuals and says that they succeeded because of his theory without presenting any substantial examples or evidence to make the connection between them and his theory. It's as if he said "These people were successful because they were able to get off of the couch and do it. You can't be successful without getting started" - ok that isn't what Sinek says but the concept and theory of his book is so vague and loosely tied together that it feels like a similar sentiment. Second of all, business is not emotional. Yes, if I worked at a children's hospital or if I managed an animal rescue it might be a different case, but in many professional settings our emotions have to be checked at the door. And even at a children's hospital or an animal rescue I feel you would have to check your emotions when it came to working with others. Sinek mentions that you shouldn't work with people you don't like and for many of us, the reality is that we will encounter people we don't like. We will encounter people who have different beliefs than us. That doesn't mean we can't work together and be successful and I would argue that the ability to get along and work with others who have different cultural backgrounds and beliefs than you, is key to being successful and being a leader at work. Even his comments about moving to another city were driving me crazy. I moved from Des Moines, IA to California last year and I can tell you that people who live in different cities and states are more alike than we think and I don't think it's simply because we're "American" and we fit into "American Culture" I feel that it's because most people are good, want to do good, and are good at heart. The people who are bad or don't have the best interest of others at heart are few and far between and I have learned that if you believe in the good of others and make a conscious effort to be a positive person and a positive force, you can get along with almost anyone. It's not a "cultural" thing, it's a "respect" thing. We will see if I can power through the rest of this book ---- I'd probably have abandoned this one if I weren't reading it for a book club at my office. ----- update -------- Yup, couldn't do it. Life is too short, abandoned this one.

  5. 4 out of 5

    Loy Machedo

    Loy Machedos Book Review Start With Why by Simon Sinek TED Talks is an incredible platform for someone to either make it or break it. And in the case of Simon Sinek, the 5 Million plus views he received on his talk not only must have catapulted him to the Management Guru status, it also ensured his book became a New York Time Best Seller. But here let me surprise you The book is Great and then the Author & Book Publisher Mess it up badly. Lets start with the fundamentals. What made Simon Sinek Loy Machedo’s Book Review – Start With Why by Simon Sinek TED Talks is an incredible platform for someone to either make it or break it. And in the case of Simon Sinek, the 5 Million plus views he received on his talk not only must have catapulted him to the ‘Management Guru’ status, it also ensured his book became a New York Time Best Seller. But here let me surprise you – The book is Great and then the Author & Book Publisher Mess it up badly. Lets start with the fundamentals. What made Simon Sinek famous? It was his 20 minute TED Talk. And obviously, for those who have spoken on the TED Talks stage, you are not allowed to speak beyond your allotted time. Tony Robbins was the only exception to this rule as he very intelligently saved the best story for the last – and then got his extra few minutes of fame. So in the case of Simon, in those amazing 20 minutes, he not only impressed the audience with the simplicity and powerful message, he created a fan follower. The examples were of Apple, The Wright Brothers and Martin Luther King were used. I became his instant fan after the video and that is why I was desperately waiting to get my hands on the book. Now the book goes down the same path with a few more examples – Sam Walton of Walmart, Herb Kellerman of SouthWest Airlines and Bill Gates of Microsoft. But this is where he goofs it up. He repeats the same examples and phrase “People don’t buy what you do they buy why you do it” so many times, you become sick of it. For instance, if he would pay you a dollar for every time he repeated that phrase, I think you could buy yourself 3 copies of the same book. I remembered the overly used example (I think it was a Chicken Soup for the Soul – please correct me if you do find the right reference) – The example where a Priest roused the congregation to donate money for the new building. The author immediately took out a dollar from his pocket – which was quite a lot for those days. And as he held on to that dollar waiting for the collectors to come and collect the money, the priest went on bombarding the audience with his oratory. And he went on so long, that finally, when the collectors came, he had irritated the audience so much, the author in anger, took out money from the collectors box instead of putting the money in. This is exactly the effect Simon Sinek had on me. He irritated the bananas out of my head. So overall, what would I say? Simon’s book is a Good book with a Great Sugary Concept. However, too much of Sugar is bad for taste and health. So, if you can bear an overdose of sugar for once in your life, go ahead and buy this book. However, if you just want a gist of the book, watch his TED Talks video. That’s about it. Overall Rating 10 out of 10 if he didn’t repeat himself so madly. 7 out of 10 because of his continuous blabber, fluff and unwanted number of extra words. Loy Machedo loymachedo.com

  6. 4 out of 5

    Henry Manampiring

    DON'T WASTE TIME READING THIS. WATCH THE VIDEO ON YOUTUBE INSTEAD. I was lured by this book because of Sinek's TED video. Great video and idea, and I should have stopped there. I feel that the book can be cut by 75% without losing its message. What's really annoying is the overuse of Apple as a example. Like, really? There are other examples in the book, the massive use of Apple story is just irritating. Borrow the book and skim through it. But it is not worth buying. Watch the TED video for DON'T WASTE TIME READING THIS. WATCH THE VIDEO ON YOUTUBE INSTEAD. I was lured by this book because of Sinek's TED video. Great video and idea, and I should have stopped there. I feel that the book can be cut by 75% without losing its message. What's really annoying is the overuse of Apple as a example. Like, really? There are other examples in the book, the massive use of Apple story is just irritating. Borrow the book and skim through it. But it is not worth buying. Watch the TED video for free instead.

  7. 5 out of 5

    Lola

    Despite the repetition, repetition, repetition and the author fanboying over Steve Jobs and Apple about a million times, this was pretty cool, well-written and motivating. It's a good idea to ask ourselves WHY in all situations, even why we stay alive. What matters to us and why? Sounds simple, but it isn't always.

  8. 4 out of 5

    ScienceOfSuccess

    TL;DR The author wants us to communicate from the inside of the golden circle, not from the outside of it. He believes that people dont buy what you do, they buy why you do it. "People dont do business with everyone who has what they need. They do business with people who believe in the same thing they believe in." more @ https://www.youtube.com/watch?v=t6Eui... TL;DR The author wants us to communicate from the inside of the golden circle, not from the outside of it. He believes that people don’t buy what you do, they buy why you do it. "People don’t do business with everyone who has what they need. They do business with people who believe in the same thing they believe in." more @ https://www.youtube.com/watch?v=t6Eui...

  9. 4 out of 5

    jade

    i watched simon sineks tedtalk YEARS ago, and i liked it. its easy, simple, and provides food for thought. because it IS handy to remind people not to forget about their initial vision and their overarching goal while they get caught up with all the shit they need to get together to run a business, a household, or their own life. its clever to START with a functional specification of what you want to achieve rather than cook up an exact product right off the bat. BUT his tedtalk makes for a poor, i watched simon sinek’s tedtalk YEARS ago, and i liked it. it’s easy, simple, and provides food for thought. because it IS handy to remind people not to forget about their initial vision and their overarching goal while they get caught up with all the shit they need to get together to run a business, a household, or their own life. it’s clever to START with a functional specification of what you want to achieve rather than cook up an exact product right off the bat. BUT… his tedtalk makes for a poor, badly researched, and repetitive book. i am now also convinced that sinek’s head is very far up his own ass. if you are doubting whether to read this, just watch the tedtalk i linked above. it literally covers this entire book in 18 min so it WILL save you time (and a great amount of stupidity, too). if you want to save time by not reading my review either because it’s LONG, you are also very much in the right because much of it is just me repeating Bad Book!! like a broken record. anyhow, here we go. area businessman says it’s not an opinion, it’s biology. no, really, the golden circles of (1) why, (2) how, and (3) what are legit because they are pure biology. you see, they correspond perfectly to these three circles of the brain mr. business man just drew -- the neocortex, the limbic system, and… oh SHIT, that’s only two! but, you know, that’s why we humans respond so well to when businesses market their stuff with the WHY. because it plays directly on our emotional, ancient limbic system. it’s instinctive, you see? we don’t need no rationales for this. begone, neocortex. a note: nothing that sinek references is actual scientific research. it’s all just marketing aficionados happily throwing their theories out there (hi, malcolm gladwell) without a SHRED of evidence. local tedtalk guy has one (1) hypothesis and confirms it. thinking about WHY, having that higher goal, that purpose, that vision -- that’s what fully attributes to businesses’ and people’s success. not time, resources, clever strategies or whatever the fuck. tedtalk guy WILL find example upon example upon example of a business or a person that succeeded because of the wHY and the why ONLY. no other attributing factors. (and no, tedtalk guy has not heard of the concept of falsifying.) regional self-helper sometimes seems to play a weird game of “one is not like the others” but then insists that it is. do i agree with regional self-help-guru that martin luther king was very inspiring? yes. but it’s very strange seeing mr. king named alongside apple, harley-davidson, and southwest airlines for being inspiring to a degree where it plays on your emotions, NOT your rational brain, and inspires loyalty through that. … yes. i am VERY uncomfortable with putting martin luther king and his cause in a place where he just spoke to people’s ancient emotional lizard brains and thus got the loyalty of the masses. as if they were his customers. see that, businesses?? that’s what y’all should be doing. no facts, only emotions. rally the people for your product, whether that’s computers, motorcycles or civil rights. mr. visionary author often contradicts his own pop psych concepts by walking a very fine line between making an argument for genuine, inspiring authenticity while also advising businesses to play according to the ‘authenticity’ rules to gain revenue. this is not me saying mr. visionary is being disingenuous, by the way. this is mostly me being confused. he comes out and says that manipulation and inspiration are two sides of the same coin, but that manipulation leads to eventual commercial ruin and inspiration will earn you the loyalty of your followers/customers (and thus more sweet, sweet dollars). so, you gotta play the inspiration game and appeal to an idea or concept (the WHY) in order to achieve that loyalty. if you frame your usual sales pitches differently by focusing on the WHY rather than the WHAT, you’ll be using Inspiration (which at this point i feel is an 8th level spell) to con those fuckers into following you! ha! but you’re still genuine, remember. and authentic. ‘cause you’re INSPIRING, not MANIPULATING. meanwhile, me in the background: ??????? anyway, i don’t know if this is purely an issue with semantics and me assigning different meanings to words than mr. author, but it happens A LOT. he’ll say peer pressure is a manipulation tactic, and then turn around and claim that selling an IDEA / WHY to people will make them personally identify with it and want to make it a part of their identity. like the whole “hipster” vibe for apple users; people who identify and wish to belong to that lifestyle/subgroup will be more loyal to the apple brand. but wait. if i am a hipster and all my fellow hipsters are swearing by apple products i sure as HELL will experience peer pressure of at least LOOKING into buying an apple product too when i feel a big desire to remain in the hipster group. SO WHAT ARE WE, a manipulation tactic or an inspiration tactic?? resident business advisor (i am running out of names) doesn’t know shit about cultural differences, norms, and that things actually exist beyond the usa. he argues that the usa is an individualistic culture versus france’s collectivist culture (really?? fRAnce?), he argues that we thrive in places that align with our own wants and goals and needs to a point where it feels painfully like, “don’t let yourself in with Scary Stuff that’s Different from you”, AND he says that not all immigrants are productive members of american society; only if they have an enterprising sort of mindset. because if they have that enterprising mindset, they’ll be drawn to the great u-s-of-america, you see. and then they will thrive in this incredibly enterprising, WHY-focused country, where a 100% of the population is WHY-focused even though he just argued that they’re not ALL like this. welcome to the home of the brave, land of the free, in which mr. resident business advisor has his head so far up his own america-centric, my-country-is-the-best-in-the-world ASS that i wonder how he was even able to pick up a pen to write this bullshit down. and oh yes, there’s also a “Success Story” about an american ceo who, after 9/11, realized that the Ominous Middle-East had Problems With Terrorism because american kids wake up knowing they have opportunities in front of them, and middle-eastern kids wake up knowing they have no opportunities. i mean, why else would they turn to terrorism?? simplifying to the max. it’s an art. entrepreneurial pop psych loving cryptid only talks about the most successful, top-level, innovative ceos. (which are consequently almost all rich white guys, except tokens martin luther king and general lori robinson.) talking only about the Successful one percent doesn’t have to be BAD, per se. but reading this book makes me feel as if all the regular employees of companies are a bunch of no-brain drones that can only thrive when their boss leader gives them an incentive, organizational culture, or goal to do so. like, of course -- people need time, resources, support and trust to be able to work on inventing and innovating new things or concepts. so yes, they will be more efficient and productive if they have leaders who support or nurture that sort of thing. but there is no translation of the whole WHY concept for the regular person. there’s no appreciation for people who are passionate about what they do, bring a good idea to their management team, and get the support for it. there’s no equality in working together as a collective, as a team -- ONLY if the leader of a company MAKES it so. the employees themselves have zero power in this entire narrative. he tries circumventing this later in the book by making the whole why+how+what into somewhat of a personality type, by claiming that leaders are why-people who need how-people and what-people behind them to make an idea work. and i’m sitting here like, “hold the fuck up, i thought the golden circle was a way to frame and approach business, life, and concepts, but now you’re telling me that the why-people are bad at the how and the what, so we need what-people to consistently produce the ideas of the why-people without ever contributing ideas themselves??” somehow, this is worse. redundant pop psych telling you you’re not a leader but a hower or a whatter. whose fate is to mass produce like a drone for the rest of your life for a whyer. sinek literally says: “most people in this world are howers and will never change the world”. sigh. i feel like i’m regressing with every sentence i write. also, i will never EVER feel bad for a group of millionaires literally sobbing because even though they rake in money with their successful companies, they lost their WHY in life. and therefore feel the need to cry, together, during a series of business seminars. because it just HURTS so bad. i’m just -- i’m OUT, this is it. conclusion: Book Is Bad. and i need to stop it with the business self-help books. if you legitimately want to know more about consumer psychology and how decision-making ACTUALLY works, i’d advise you to pick up kahneman’s Thinking, Fast and Slow. which is evidence-based, clever, and still current in this day and age. ✎ 0.0 stars.

  10. 5 out of 5

    Lili Manolache

    Simon Sinek describes in his book "Start with Why: How Great Leaders Inspire Everyone to Take Action" how leaders and companies should work as a series of circles, i.e. "The Golden Circle" - the why, how, and what. This idea explains why organizations and leaders inspire the others. Everybody knows what they do, some know how they do it, very few people know why they do what they do. The way we communicate, think and act is very easy: we go from the clear things we know to the more fuzzy ones. Simon Sinek describes in his book "Start with Why: How Great Leaders Inspire Everyone to Take Action" how leaders and companies should work as a series of circles, i.e. "The Golden Circle" - the why, how, and what. This idea explains why organizations and leaders inspire the others. Everybody knows what they do, some know how they do it, very few people know why they do what they do. The way we communicate, think and act is very easy: we go from the clear things we know to the more fuzzy ones. The WHY theory gives us the ability to communicate why we are doing certain things, helps entrepreneurs take better decisions, as well as individuals in the every day life. All in all, the most important fact Simon Sinek is trying to point out is that the way something is communicated must be believed in, explained, and people accept it for themselves, because THEY believe in it. It is a very inspiring, enlightening and insightful book that I would recommend to anyone!

  11. 4 out of 5

    Jurgen Appelo

    One good point, offered with endless repetition, extreme oversimplification, and annoying inconsistencies, in a bad writing style.

  12. 5 out of 5

    Jeff

    Simon Sinek presents a compelling vision of how companies, organizations, and individuals can achieve success. His simple message? Start with why. Which is to say the guiding principle of our endeavors should be based not on what we do or how we do it, but rather on why we do it. According to Sinek, those agencies that can effectively articulate their "why" (or purpose) are most likely to develop loyal followers and long term success. Sounds great Jeff, so why just two stars? Well, there's a Simon Sinek presents a compelling vision of how companies, organizations, and individuals can achieve success. His simple message? Start with why. Which is to say the guiding principle of our endeavors should be based not on what we do or how we do it, but rather on why we do it. According to Sinek, those agencies that can effectively articulate their "why" (or purpose) are most likely to develop loyal followers and long term success. Sounds great Jeff, so why just two stars? Well, there's a number of reasons. First, the redundancy of Sinek's message played a role. I'm not sure I got much more out of the book than I'd gotten previously from his 18:00 minute TEDtalk. Second, Sinek overreaches a bit when he tries to connect his Golden Circle to both our brain structure and the Golden Ratio. I understand the intent ("See? This is universal! This is big picture stuff! The fabric of the universe!") I just find these connections suspect at best and specious at worst. Finally, the evidence Sinek presents is all very anecdotal. Sinek provides maybe a dozen or so examples (from Henry V to MLK Jr to Apple), but really just focuses on a few cases that neatly fit the narrative of success he's constructed. And that narrative? Well as Andy points out in his review (http://www.goodreads.com/review/show/...), it's all a bit circular. Apple is successful because they start with why. How can we tell they start with why? Simple, it's because they're successful! Addendum: Here's a link to Sinek's TEDtalk: http://www.youtube.com/watch?v=a6kbcE.... And in fairness there were a few other nuggets in the book worth considering. I appreciated the discussion concerning the idea that "What gets measured gets done". I also thought the distinction between achievement and success was helpful.

  13. 4 out of 5

    Jason Boling

    Using selective facts or analogies to suit an assertion, gratuitous statements often contradicting other assertions, and selective use of parts of a bigger story while conveniently overlooking others in the same context are among the reasons why I found this book to be of no value in leadership development. The author works backwards in that he has a belief in his view of what makes great leaders and selects biased or incomplete data or uses unsubstantiated hyperbole to set about making the case Using selective facts or analogies to suit an assertion, gratuitous statements often contradicting other assertions, and selective use of parts of a bigger story while conveniently overlooking others in the same context are among the reasons why I found this book to be of no value in leadership development. The author works backwards in that he has a belief in his view of what makes great leaders and selects biased or incomplete data or uses unsubstantiated hyperbole to set about making the case for that view. It is easy and academically lazy to decide what you believe and then to set about finding examples of supporting evidence while simultaneously omitting examples of things from those same sources which would contradict the view you are attempting to convince the reader is valuable. The only real benefit I can see to this book is seeing how using management speak and lazy manipulation of data can let one manager or business person sell to another. For the rest of us who are the actual customers of the companies the author uses as examples, this is at best detached and at worst condescending popular psychology without the merit of peer review. Your money is better spent reading "You Are Not So Smart." Even the editing is poor. For example, the last time I checked, data was plural and the author refers often to "the data" as if it is singular. It is, start to finish, lazy hyperbole and more of the same fist bumping "you're number one baby" so called "leadership" slang that business people often spout to one another to convince themselves how masterful they are at understanding the customer and what it is they need to hear. This is almost surrealistic in its similarity to "The Emperor Has No Clothes." How can anyone buy in to this meaningless chatter?

  14. 5 out of 5

    Mehrsa

    Have you ever noticed that books written for entrepreneurs or other tech-bros love to write about Shackleton? Am I the only one who thinks the dude put himself and his crew in a pickle and then gets lauded for getting them out of the self-imposed pickle? Anyway, they also love to talk about the Wright brothers and Steve Jobs. The thing with these books is that they can't prove that these people succeeded because they had a WHY. In fact, I've seen those stories used to prove a whole bunch of Have you ever noticed that books written for entrepreneurs or other tech-bros love to write about Shackleton? Am I the only one who thinks the dude put himself and his crew in a pickle and then gets lauded for getting them out of the self-imposed pickle? Anyway, they also love to talk about the Wright brothers and Steve Jobs. The thing with these books is that they can't prove that these people succeeded because they had a WHY. In fact, I've seen those stories used to prove a whole bunch of different things. I mean Robert Greene uses each of those stories like 5 times in his Encyclopedias of Being an Asshole for Techbros. There is a lot of luck involved and there are lots of other market factors and just plain numbers. So how do we know that Southwest succeeded because they had a why and then it failed because they lost their why? I mean, there are HBS studies on southwest and none of them mention the golden circle, but they do talk about stuff that matters like competition, etc? As Karl Popper said--the scientific method requires that a hypothesis be disproved. This one cannot be. And so you're going to have a bunch of failed Shackleton and Jobs wannabes out there looking for their why and blaming their failure on not finding it as opposed to say, the coming tech bubble.

  15. 5 out of 5

    Experience Life

    We are easily caught up in the details of what we want to do, and how we are going to get it all done. Communications expert Simon Sinek argues that wed be far better off if we more regularly focused on why were investing all that effort and activity in the first place. Its the WHY, after all, that inspires action, that galvanizes people and keeps them going when the going gets tough. Embodying our WHYs and effectively communicating them to anyone who will listen, asserts Sinek, is crucial to We are easily caught up in the details of what we want to do, and how we are going to get it all done. Communications expert Simon Sinek argues that we’d be far better off if we more regularly focused on why we’re investing all that effort and activity in the first place. It’s the WHY, after all, that inspires action, that galvanizes people and keeps them going when the going gets tough. Embodying our WHYs and effectively communicating them to anyone who will listen, asserts Sinek, is crucial to both personal and business success. “People don’t buy WHAT you do,” Sinek explains. “They buy WHY you do it.” Sinek underscores his argument with profiles of leaders and companies that have won employee, partner and customer loyalty by operating according to a pattern he calls The Golden Circle (picture a simple target with a bulls-eye of WHY, surrounded by a center ring of HOW and an outer ring of WHAT). He explains how each of us can achieve greater success and satisfaction by inspiring others through a shared sense of purpose — as opposed to more commonly used tactics of coercion and manipulation. “If you follow your WHY,” writes Sinek, “others will follow you.” It’s a refreshing redefinition of what constitutes true leadership, and a great tool for re-infusing your own work with purpose-centered passion.

  16. 5 out of 5

    Karen ⊰✿

    Having read Leaders Eat Last, and watching and following everything Sinek does, I thought it was about time to go back to his original book. With a basis in anthropology, but a strategic marketing mind and experience, Sinek has created a great argument for why "people don't buy what you do, they buy why you do it". Work out your own personal "why" and you will be successful provided you stay true to that "why" AND make sure others in your organisation also understand and believe in that "why". Having read Leaders Eat Last, and watching and following everything Sinek does, I thought it was about time to go back to his original book. With a basis in anthropology, but a strategic marketing mind and experience, Sinek has created a great argument for why "people don't buy what you do, they buy why you do it". Work out your own personal "why" and you will be successful provided you stay true to that "why" AND make sure others in your organisation also understand and believe in that "why". This definitely had me thinking as when I talk to potential clients, and even my website, I follow what most people do and provide “what" I do and give features and benefits. I've started to really think about what is my why and how I can communicate that effectively, use it as a basis for what I do (and update my marketing material and website!). A fantastic book for any leader or business owner who wants to truly understand how to inspire others.

  17. 5 out of 5

    Natalie

    Start with Why is one of my all time favorite Ted Talks. This book is a longer version of the same concept. For the first few chapters, I did not feel that I was really getting any new information. However, the latter portion of the book went in to more specific examples of how great leaders have changed the face of their companies by focusing on Why.

  18. 5 out of 5

    Laura Frey (Reading in Bed)

    Interesting ideas, poorly presented, with 90% of examples being white men in tech. Try harder.

  19. 4 out of 5

    Malleswari

    This is one of the best books I read in my list. Simon Sinek, the author of the book, narrated very clear how great leaders started with WHY and inspired people. The best part of this book is 'The Golden Circle', which has three layers of WHY at the core, followed by 'HOW', followed by 'WHAT', and which is very much similar to the biological arrangement of human brain of limbic and neocortex. If we have the clarity of WHY we do, know the HOW we can do and maintain consistency of that WHAT we do, This is one of the best books I read in my list. Simon Sinek, the author of the book, narrated very clear how great leaders started with WHY and inspired people. The best part of this book is 'The Golden Circle', which has three layers of WHY at the core, followed by 'HOW', followed by 'WHAT', and which is very much similar to the biological arrangement of human brain of limbic and neocortex. If we have the clarity of WHY we do, know the HOW we can do and maintain consistency of that WHAT we do, that's enough to be successful in any work we do. Examples of great companies, like Apple, SouthWest Airlines, Walmart, Harley Davidson, Microsoft, and people like Wright brothers, Dr.Martin Luther King inspires the way they changed the world. They succeeded because they were crystal clear of WHY they do things and people who know HOW to do had followed them. I agree with the author's point of Manipulations and energy will bring the customers but that will no longer work. Instead, Inspirations and Charisma will have longer impact, when people believes what we believe they will be with us for long time. Finally, I learnt, before start doing anything, just to think WHY to do that, then HOW and then WHAT.!!!

  20. 4 out of 5

    Mohit Pahuja

    Reviewing a book before completing it isn't a great idea usually, but I completed only 30% of the book and it's just too much fluff. The idea is simple but explanations are redundant. Simon's Ted Talk was great but I don't think it's enough content for a book. He doesn't support his theories with enough evidence. Sometimes, I could think of the counter examples very easily. That made me doubt the author's credibility. And the concept of Golden Ratio that he introduced to give legitimacy to his Reviewing a book before completing it isn't a great idea usually, but I completed only 30% of the book and it's just too much fluff. The idea is simple but explanations are redundant. Simon's Ted Talk was great but I don't think it's enough content for a book. He doesn't support his theories with enough evidence. Sometimes, I could think of the counter examples very easily. That made me doubt the author's credibility. And the concept of Golden Ratio that he introduced to give legitimacy to his concept of Golden Rule is outright stupid. Not worth a read. Just see his Ted Talk, it's great.

  21. 5 out of 5

    Michael Cabus

    If you work in the corporate sector, it is almost inevitable that you will be invited to a corporate re-branding meeting. At first this sounds like fun, creative; you think it may do with the logo, or maybe color schemes. You are surprised, though, when you go to the first meeting and encounter a team hired to do more than a logo, but to define the company's purpose. There are a series of meetings, in which the rebranding team tells you what you should value, interviews your customers to show you If you work in the corporate sector, it is almost inevitable that you will be invited to a corporate re-branding meeting. At first this sounds like fun, creative; you think it may do with the logo, or maybe color schemes. You are surprised, though, when you go to the first meeting and encounter a team hired to do more than a logo, but to define the company's purpose. There are a series of meetings, in which the rebranding team tells you what you should value, interviews your customers to show you they are right, then they go away, and come back with their handiwork. New logo, new tagline, and...viola, new purpose. If this sounds familiar, you may have also had a feeling something is amiss: who are these people to say what one should value? Why is it that the head of marketing, your internal creative person, has decided his functional duty is to hire some team to be creative for him? Why do they always have a CEO who likes to talk like he's saying something profound all the time, like he's watched too many Matthew Mcconaughey car adverts and taken them as an ethos? And, most importantly, why do they like to say phrases like 'fun fact..", and then what they say is almost never fun. It may sound like I am disparaging a whole industry, and that's not exactly what I want to do (I am a user experience designer, after all, we also have seemingly lofty goals), but rather I am disparaging particular approach of an industry. Because often the distillation of these experiences is not a cooperative exploration of meaning-making, one in which organisations and marketers define purpose, but rather it produces statements like "be more authentic." As this book points out, you can't become authentic by hiring a marketing firm to tell you to be so. This approach can't be blamed; as Sinek points out, defining real purpose asks a lot, emotionally; in fact, Sinek points out there are few people that possess the charisma, the discipline, and focus to be that person (dividing people into the dreamers and the doers, who form a sort of symbiotic relationship), and few organisations that can do it. Most often, businesses become about discounts, promotions, what Sinek calls 'manipulations', and, as he points out, this never lasts, as it never results in true customer loyalty but rather providing a customer convenience, one they will replace if something ever becomes more convenient. The reward for finding the why of your organisation is that people will pay more for the services; elements like loyalty, personal connection and perceived alignment with an individuals lifestyle can make a brand become iconic and sought after even if it costs more than competitors. Phrases like "solving the world last planning puzzles" or "the 3d experience company" are examples (being a bit biased with those), which define why not what. They communicate values. What's great about this book is that it provides a path at the individual and corporate level for growth; it starts with defining personal and corporate values, and then finding branches or new industries that are related to those values. It's important because this is one of the hardest things we do in our professional lives: how should we focus on personal growth (individual level), and what new product should our company take on (corporate). But those are action; and what we want to find is our 'why'. He illustrates ways to do this, not just why its important, and finding your why is the first step to finding happiness. That may sound like hyperbole, but there are corollaries in all aspects of life that are about finding our 'why': philosophy, religion, reading, even playing sport, all these can be about pushing boundaries, and getting into the sense of who you are; they aren't necessarily rational activities in that they don't provide an immediate value, yet we do them by instinct, at least those of us who are interested in personal growth. It is so refreshing to read these things in a management book, as well to read advice like, focus on being your own competition, take on clients who you know value what you do (and don't take on ones that don't), that competing on price is not the obvious or best way to create or do things that will change the world. For those who feel like they are here to 'put a dent in the universe', this book is for you; but not just this book, a certain experiential life is for you, and this book will re-affirm that commitment. If that resonates with you, as it does with me, read this book. A+

  22. 5 out of 5

    Chad Kettner

    Simon Sinek offers a life-altering and business-changing message: "Start with Why". Why do you do what you do? Why do you get out of bed in the morning? And why should people care? The golden circle - the "why, how, and what" - is grounded in biology. If you were to look at a cross-section of the brain from the top, youd see that it corresponds perfectly. Starting at the top, our newest brain, our homo-sapien brain (also called our neocortex) is our what and is responsible for all our rational, Simon Sinek offers a life-altering and business-changing message: "Start with Why". Why do you do what you do? Why do you get out of bed in the morning? And why should people care? The golden circle - the "why, how, and what" - is grounded in biology. If you were to look at a cross-section of the brain from the top, you’d see that it corresponds perfectly. Starting at the top, our ‘newest’ brain, our homo-sapien brain (also called our neocortex) is our “what” and is responsible for all our rational, analytical thought and language. The middle two sections make up our limbic brains – which is for feelings, trust, and loyalty; and it’s also responsible for human behavior and decision-making, though it has no capacity for language. In other words, when we communicate from the outside-in, people can understand vast amounts of complicated information, features and benefits, and facts and figures… it just doesn’t drive behavior. This is where gut decisions come from – it’s the reason you can give someone all the facts and figures and they’ll say that they understand it all, but it just doesn’t ‘feel’ right. That ‘feeling’ happens in your limbic brain. If you don’t know why you do what you do, then how will you ever get someone else to buy into it and be loyal, or want to be a part of what it is that you do? The goal isn’t just to get people to buy that need what you have, but to believe what you believe. People don’t buy what you do; they buy why you do it. If you talk about your beliefs, you will attract others with the same or similar beliefs. Sinek shares several powerful examples, as well as a few other important concepts to really drive the point home. And while this is one of the most powerful, practical messages I've read in a while, my one complaint is that the book faces the same challenge that a lot of other business books seem to have... in that it's a great idea with powerful concepts, but it becomes unnecessarily repetitive beyond 100 pages. I'd recommend listening to Sinek's TED talk first: http://www.ted.com/talks/simon_sinek_... And I'd still recommend buying the book to drive the points home with a bit more depth. But just realize that it does become repetitive.

  23. 4 out of 5

    Hà Khuất

    uhmm..... quite knowledgeable.. but the ending chapter is dragged a lion too much

  24. 4 out of 5

    Umberto

    I hated this book. It is overly simplistic, repetitive, has little merit into the real world and was annoying to read. This book could have said everything in 20 pages but instead dragged it out to 200. the examples (in my opinion the only part of the book actually worth reading) are too far and between to make up for the fact that the book is just annoying and repetitive. WHAT WHY HOW, these 3 words were capitalized almost every time they were used and placed in every non example part of the I hated this book. It is overly simplistic, repetitive, has little merit into the real world and was annoying to read. This book could have said everything in 20 pages but instead dragged it out to 200. the examples (in my opinion the only part of the book actually worth reading) are too far and between to make up for the fact that the book is just annoying and repetitive. WHAT WHY HOW, these 3 words were capitalized almost every time they were used and placed in every non example part of the book. This book just made me mad and I am glad to be done with it

  25. 4 out of 5

    Leah Nadeau

    All in all a good book. Basically base your product/service/business around WHY, more so than what or how. Notes: - "There are only two ways to influence human behavior: you can manipulate it or you can inspire it.... Typical manipulations include: dropping the price; running a promotion; using fear, peer pressure or aspirational messages; and promising innovation to influence behaviorbe it a purchase, a vote or support." - price/promotion play is not good for the brand and playing that game will All in all a good book. Basically base your product/service/business around WHY, more so than what or how. Notes: - "There are only two ways to influence human behavior: you can manipulate it or you can inspire it.... Typical manipulations include: dropping the price; running a promotion; using fear, peer pressure or aspirational messages; and promising innovation to influence behavior—be it a purchase, a vote or support." - price/promotion play is not good for the brand and playing that game will hurt the reputation - using Fear - "The idea is that if you don't buy the product or service, something bad could happen to you."- inspiration is the opposite than fear - peer pressure - "When marketers report that a majority of a population or a group of experts prefers their product over another, they are attempting to sway the buyer to believing that whatever they are selling is better" - novelty (aka innovation) - Real innovation changes the course of industries or even society. The light bulb, the microwave oven, the fax machine, iTunes. These are true innovations that changed how we conduct business, altered how we live our lives, and, in the case of iTunes, challenged an industry to completely reevaluate its business model...Motorola had successfully designed the latest shiny object for people to get excited about ... at least until a new shiny object came out. And that's the reason these features are more a novelty than an innovation. They are added in an attempt to differentiate, but not reinvent." - "I cannot dispute that manipulations work. Every one of them can indeed help influence behavior and every one of them can help a company become quite successful. But there are trade-offs. Not a single one of them breeds loyalty. Over the course of time, they cost more and more. The gains are only short-term. And they increase the level of stress for both the buyer and the seller." - "There is a big difference between repeat business and loyalty. Repeat business is when people do business with you multiple times. Loyalty is when people are willing to turn down a better product or a better price to continue doing business with you. Loyal customers often don't even bother to research the competition or entertain other options. Loyalty is not easily won. Repeat business, however, is. All it takes is more manipulations." - "Manipulations are a perfectly valid strategy for driving a transaction, or for any behavior that is only required once or on rare occasions." - "It is the feeling of "we're in this together," shared between customer and company, voter and candidate, boss and employee, that defines great leaders." - the need to belong, ever human feels it, we crave and seak it out, makes us feel safe - you connect with people with the same common values or beliefs, you trust them - "Everything you say and everything you do has to prove what you believe. A WHY is just a belief. That's all it is. HOW's are the actions you take to realize that belief. And WHAT's are the results of those actions — everything you say and do: your products, services, marketing, PR, culture and whom you hire." - achievement is the what, success is the why

  26. 4 out of 5

    Fred Leland

    This book was very well researched and written in a way that indeed gels with the Author Simon Sinek s "WHY" of inspiring others. The book is based on the premise of most people know what they do. Some know how to do WHAT they do. But very few know WHY they do what they do. Most think from what to how and then on to why. Simon Sinek submits...start with WHY and the how and what will come naturally. By WHY he means whats our purpose,and beliefs behind what we do? The book provides great examples This book was very well researched and written in a way that indeed gels with the Author Simon Sinek s "WHY" of inspiring others. The book is based on the premise of most people know what they do. Some know how to do WHAT they do. But very few know WHY they do what they do. Most think from what to how and then on to why. Simon Sinek submits...start with WHY and the how and what will come naturally. By WHY he means whats our purpose,and beliefs behind what we do? The book provides great examples from business, military and social movements where leaders identifies their Why and lived and breathed into their organizations and movements, with such enthusiasm that their organizations flourished and succeeded. The book offers comparisons and cases to learn from. He backs his theory "The Golden Circle" which is simply looking at things from the inside out starting with Why, then how and the effect they have on what you do. Very strongly argued with science in how the brain works and is effected by WHY. Inspiration and optimism are sometimes looked at in a Pollyanna way but Sinek in his book Start With WHY sees inspiration as the spark that lights the fire in any organization, any cause looking TO DO! I highly recommend this book.

  27. 4 out of 5

    William Aicher

    I get the message and agree that "why?" is probably the most important question any leader should be asking... and answering. The book was inspiring, to be sure. But it also felt full of speculation as to why certain companies succeed and others don't. It wasn't that what Sinek says is wrong, but it's based upon a lot of assumptions and relationships why little empirical evidence. Carefully chosen examples that tend to confirm his theory, but still anecdotal at best.

  28. 5 out of 5

    Maggie

    This book was alright, for non-fiction, I guess. Its hard for me to gauge, given my intense loathing for non-fiction books. Theyre so unenjoyable. Sinek writes decently enough, and I totally buy what hes dishing out, but I gotta say, by the 9th time he uses Apple or Southwest (or etc.) as an illustrative example, Im a bit I get it already! It seems a bit...convenient. He also contends that finding the WHY is not the hard part - its sticking to your WHY thats difficult. If this is so truewhy does This book was alright, for non-fiction, I guess. It’s hard for me to gauge, given my intense loathing for non-fiction books. They’re so unenjoyable. Sinek writes decently enough, and I totally buy what he’s dishing out, but I gotta say, by the 9th time he uses Apple or Southwest (or etc.) as an illustrative example, I’m a bit “I get it already!” It seems a bit...convenient. He also contends that finding the WHY is not the hard part - it’s sticking to your WHY that’s difficult. If this is so true…why does he spend like 4 pages about how to find your personal WHY and the rest of the book trying to sell in the importance of it?? I mean, I totally bought it and then floundered at finding my personal WHY. “Look at your past” he says. Ok… I would’ve found the book more helpful if it was skewed the other way: 97% devoted to identifying your personal WHY. Like with practical questionnaires and thought-starters and exercises, filters for testing whether it’s a good/real WHY…really practical shit to help me find my WHY. Maybe he’s planning a follow up WHY book…!?

  29. 5 out of 5

    Morgan Blackledge

    I'm approximately the ninemlionth person to review this book, so I won't bother going into too much detail. So why am I writing a review at all? I'm glad you asked. I'm writing this because the central message of the book is (in my humble opinion), spot the fuck on. The core message of the book is essentially: if you want to create extraordinary works, focus on the deal not the thing. So what's the deal with the thing and the deal? I'm glad you asked. The thing is what ever you're making (and I'm approximately the ninemlionth person to review this book, so I won't bother going into too much detail. So why am I writing a review at all? I'm glad you asked. I'm writing this because the central message of the book is (in my humble opinion), spot the fuck on. The core message of the book is essentially: if you want to create extraordinary works, focus on the deal not the thing. So what's the deal with the thing and the deal? I'm glad you asked. The thing is what ever you're making (and selling). The deal is the real reason why you're making things in the first place. If you're an artist, let's say a painter, the product i.e. the actual finished painting is the thing. The transformative flow state that you enter when you're alone painting, and the rich, meaningful journey of self discovery and mastery that you undertake in order to creat these extraordinary things is the deal. If you're a painter and you can give your patrons a little window into the magical world that you enter when you paint, if you can allow them to go there with you, then you're selling them your deal. And that is something that is actually priceless. It took you 20 years and over 10 thousand hours to get there. Giving someone (like an accountant) a portal to enter into that world is literally a deal at any price. When you begin the entrepreneurial process focused on "what" you will offer, you are making and selling things. And according to Sinek, "people don't buy things". When your focus begins and remains on "why" you're creating the things you offer, your selling the deal. And according to Sinek, deep deep down, people buy the deal. That's what people buy. His go to example is Apple computer. Steve Jobs set out to change the world by creating beautiful, simple, functional, easy to use technology. That was his deal. That's what people are buying when the lay out way too much cash for a super skinny laptop or more recently, a fuckin digital watch. In reality, The real deal Steve Jobs was creating was a "simple, beautiful, creative and inspiring user experience". The real thing that set Steve Jobs apart was that he took the time to get into our heads. He wanted the experience of using Apple to be wonderful. Unlike the autistic creators of Windows, who expect, nay demand that we conform our creative processes to their virtual Procrustean Bed. Steve Jobs asked "what is the most creative environment that I can create and share with people, so that they can create and share their deal with other people". Even though Steve Job's was by many accounts an incredibly difficult person to deal with. He focused on us and that was his deal. i.e. we were his deal. I'm a psychotherapist. In my world I refer to starting with why as "values clarification" and "valued action". Values Clarification means to become crystal clear about the qualities of your life and work that are genuinely spiritually enriching and that give you vitality, meaning and a sense of purpose and connection. Valued Action means simply taking steps in the direction of your values i.e. In the direction of a richer, more meaningful life. Goals are things. Values are the thing behind the thing. Values are the deal. Your values are your why. A goal is "do your laundry". Important to be sure, but insufficient as a guiding principle of on going action. Goals are the things you do, not the reasons that you do them. Doing your laundry is the thing not the deal. The values behind doing your laundry are perhaps; self-care and pro-social self presentation (therapy speak for wanting to smell nice so people don't think you're a hobo). Self-care and pro-social self presentation are (ostensibly) why we do the laundry. Self-care and pro-social self presentation are the values behind the goal of doing the laundry. They are the deal behind the thing. They are the why. So why is it so important to start with why? Can't I just do my fucking laundry and be done with that? Again I'm glad you asked. Because goals (i.e. doing laundry) are like, you do them and you're done. They are accomplishable, but they aren't generative. Values (your why) are generative, meaning they continue to guide you on your path. After your done with the laundry, there are infinite other ways to pursue self-care and pro-social self presentation. For instance, I don't know, you could like go on a hike with a friend or something. By focusing on your deal of self-care and pro-social presentation, and expressing that value by doing your laundry, you made it possible to further pursue your deal by spending quality time with a friend, or who knows, maybe even helping out a hobo while you're at it. Starting with why is a process that begins with deep, personal exploration, leads to authentic personal growth along the way, and in the end, is all about being of service to others. When people buy why instead of things they are really buying a sense of belonging and connection with shared set of values. And as Steven Covey (the other rad Steve) famously said. That's a win-win. And it has to be a win-win or no deal!

  30. 5 out of 5

    Carl Rannaberg

    Years ago I watched Simon's now legendary TED talk on the same topic and I liked it a lot. Reading this book I wouldn't say that I didn't agree with the point he tried to make, quite the contrary, but the presentation felt insufficient for me. As with every book everyone is coming from different experience and expect different things. I didn't feel at this point in my life that this book gave me the quality content and sophistication I have come to expect from the books I read. I would have Years ago I watched Simon's now legendary TED talk on the same topic and I liked it a lot. Reading this book I wouldn't say that I didn't agree with the point he tried to make, quite the contrary, but the presentation felt insufficient for me. As with every book everyone is coming from different experience and expect different things. I didn't feel at this point in my life that this book gave me the quality content and sophistication I have come to expect from the books I read. I would have definitely rated it much higher 5-10 years ago. My main problem with this book was its speculative nature. It felt like he used "start with why" concept as a hammer to find nails to pound. He retold famous and lesser known stories about enacting change which he then conveniently attributed to “they started with why” without any proof. It left me with the impression that it was just his opinion. There was very little unique research or experience presented and he was quite stingy with giving credit to others research and studies made on the topics he talked about. Constant Apple references were understandable as the book was written in a time when Steve Jobs was everyone's idol. Sometimes it seemed that he went too deep into the topics he had very little knowledge of. Like decision-making etc. For me the world looked too simplistic looking through the lens of this book.

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