Very intriguing theory about why some people are more influential or inspiring than others. The thesis of the book is pretty clear and focused throughout (it's the title). This is not to suggest that the WHAT and HOW are unimportant, but that WHY you do what you do is fundamental and changes the mentality, morale and vision of a person/company. ( )

Overall I felt this book was fairly descent. As mentioned by others the author has a tendency to repeat themselves, however for those who have limited or junior experience of business I can understand why he has done so, it reinforces the points he is attempting to make.

For myself I don't always agree with the author, his history is faulty, his understanding if science superficial, etc but these are irritations rather than significant detractors and do not, on balance, lessen the central theme of the book.

There are key pieces of information scattered throughout the book, at the beginning where Sinek sets out the theoretical basis, the middle chapters as related to trust and symbols, and the final two chapters where how WHY relates to the individual. If you are reading this book hoping to discover how to turn yourself into an inspirational leader you will be disappointed, this isn't a how to book, this is Why knowing who you are, what you believe in and why you do what you do is important (whether the you is an individual or an organisation), only you can find your why (there are a few tips though).

Another criticism if this book is the overuse of the same few examples (Apple, Southwestern Airways, etc). I would argue this is less a fault of the author and more an indictment that there are so few organisations who can clearly articulate their reasons for being. Anyone who has worked for a range of businesses after reading this book will attest to the truth of that.

Overall its a worthwhile read but I am left with the overall impression that Sinek is a more engaging speaker than he is a writer, so start nit with the bookbut with his TED talk. ( )

Start With Why is one of those books that takes material that would make a great essay or pamphlet and stretches it into a mediocre book.

Sinek's advice is simple but powerful: if you want to convince people to follow you, you need to have a vision, and you have to communicate it. You have to start with why. As Sinek says over and over again, "People don't buy what you buy, they buy why you do it."

"Why" is your vision. "How" is your strategy. "What" is your product. It took awhile before I really understood how How differed from What. Oddly enough, that was because what is sold as a Why is actually a How. For example, you might think that Google's Why is "Organizing the world's information" and their How/What is search. But "Organizing the world's information" is actually a How. I don't know exactly what the Why behind this How is, but it could be something like, "People should spend their time on what is most meaningful to them" or "Empower people to change the world". (Incidentally, Whys often start with people.)

"Start With Why" is a great message and a great communication strategy. However, it's fairly simple. There's a bit more subtlety, but not a lot. Stretching the discussion to a full book led to a lot of repetition of ideas and examples. I got a little more out of the book than I did from the TED talk, but if you just watch the author's TED talk, you'll get most of the value in a fraction of the time.

( )

A great public speaker but this book isn't great at all. Cherry picks examples to prove his point. Also far overstates the extent to which consumers pay attention to the vision of the company. Perhaps in some instances, sure. But do you buy Andrex toilet paper because of the company vision? Please.

Worships Apple but examples in book seem quite dated now since Jobs' death.

No doubt articulating reason for action is good advice and, perhaps its owing to Sinek's work that its become a given in leadership forums.

The problem is the post-hoc reductionism thats says - Company X did well, lets tell a story about how they 'sold a vision'. Company Y went bust - so lets explain why they didn't articulate their vision enough. 'Successful companies think of their vision, and then think of what they do'. Do they? Wouldn't have much luck with that on Dragons Den. ( )

Pse e bëni atë që bëni?

Pse disa njerëz dhe organizata janë më novatorë, më influencues dhe më fitim-prurës se të tjerët? Pse disa krijojnë besni-këri më të madhe, si te klientët, ashtu dhe te punonjësit? Madje dhe midis të sukses-shmëve, pse disa prej tyre arrijnë të kenë vazhdimisht sukses?

Njerëz si Martin Luther King Jr., Steve Jobs, dhe vëllezërit Wright, mund të kenë pak gjëra të përbashkëta me njëri-tjetrin, por të gjithë e kanë filluar me pse. Aftësia e natyrshme e tyre për të filluar me pse, u mundësoi të frymëzonin njerëzit që i rrethonin, si dhe të arrinin gjëra të jashtëzakonshme.

Ndërsa studionte liderët që kanë pasur ndikimin më të madh në botë, Simon Sinek zbuloi se ata mendojnë, veprojnë dhe komunikojnë në të njëjtën mënyrë – dhe kjo është krejt e kundërta e asaj që bën kushdo tjetër. Këtë ide të rëndësishme Sinek e quan Rrethi i Artë, dhe paraqet një strukturë mbi të cilën mund të ndërtohen organizata, mund të udhëhiqen lëvizje, dhe mund të frymëzohen njerëz. Dhe e gjitha fillon me PSE.

Cilado organizatë mund ta shpjegojë se çfarë bën; disa prej tyre mund edhe të shpjegojnë si e bëjnë; por shumë pak mund të artikulojnë me qartësi pse. PSE-ja nuk ka të bëjë me paratë ose fitimin – këto janë gjithmonë rezultate. Pse ekziston organizata juaj? Pse i bën ato gjëra që bën? Pse klientët blejnë nga një kompani e caktuar? Pse njerëzit janë besnikë ndaj disa liderëve, dhe jo ndaj të tjerëve?

Të fillosh me PSE funksionon si me bizneset e mëdha, ashtu dhe me ata të vegjël, si në botën jofitimprurëse, ashtu dhe në politikë.

Ata që fillojnë me PSE nuk manipulojnë kurrë, vetëm frymëzojnë. Dhe njerëzit i ndjekin jo sepse janë të detyruar, por sepse duan.

Duke marrë nga histori të vërteta në fusha të ndryshme, Sinek thur një vizion të qartë të asaj që duhet për të udhëhequr dhe frymëzuar. Ky libër është për këdo që do të frymëzojë të tjerët, ose këdo që do të gjejë dikë për t’u frymëzuar.