things don't go as we assume?

Or better, how do you explain

when others are able to achieve things

that seem to defy all of the assumptions?

For example:

Why is Apple so innovative?

Year after year, after year, after year,

they're more innovative than all their competition.

And yet, they're just a computer company.

They're just like everyone else.

They have the same access to the same talent,

the same agencies, the same consultants, the same media.

Then why is it that they

seem to have something different?

Why is it that Martin Luther King

led the Civil Rights Movement?

He wasn't the only man

who suffered in a 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 control-powered, manned flight

when there were certainly other teams who were

better qualified, better funded,

and they didn't achieve powered man flight,

and 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?

Why do you get out of bed in the morning?

And why should anyone care?

Well, as a result, the way we think, the way we act,

the way we communicate is from the outside in.

It's obvious. We go from the clearest thing to the fuzziest thing.

But the inspired leaders

and the inspired organizations,

regardless of their size, regardless of their industry,

all think, act and communicate

from the inside out.

Let me give you an example.

I use Apple because they're easy to understand and everybody gets it.

If Apple were like everyone else,

a marketing message from them might sound like this.

"We make great computers.

They're beautifully designed, simple to use

and user friendly.

Want to buy one?" Neh.

And that's how most of us communicate.

That's how most marketing is done. That's how most sales are 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.

Want to buy one?"

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

All I did was reverse the order of information.

What it proves to us is that people don't buy what you do;

people buy why you do it.

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

This explains why

every single person in this room

is perfectly comfortable buying a computer from Apple.

But we're also perfectly comfortable

buying an MP3 player from Apple, or a phone from Apple,

or a DVR from Apple.

But, as I said before, Apple's just a computer company.

There's nothing that distinguishes them

structurally from any of their 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 you 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 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 hired 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 your 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, 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 Deptartment

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 you'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,