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How do you explain when things don't go as we assume?
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Or better, how do you explain when others are able to achieve things that seem to defyto refuse to obey or to be contrary to something. all of the assumptions?
For example: Why is Apple so innovative?
Year after year, after year, they're more innovative than all their competitionthe activity of competing against others.
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 pre-civil rights America, and he certainly wasn't the only great oratora person who gives speeches in public 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 qualifiedhaving the necessary skills, 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 profoundlyvery deeply or intensely. changed my view on how I thought the world worked, and it even profoundlyvery deeply or intensely. changed the way in which I operate in it.
As it turns out, there's a pattern.
As it turns out, all the great 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 codifyto arrange laws or rules into a systematic code. 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 inspireto fill someone with the urge or ability to do or feel something 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 propositionan offer of something that you suggest people should accept or consider. or your proprietary process or your USP.
But very, very few people or organizations know why they do what they do.
