Almost every non-fiction book published in the last ten years mentions the ideas of Carol Dweck and Simon Sinek. Carol Dweck popularized the concept of a growth mindset through her book Mindset: The New Psychology of Success. Simon Sinek demonstrated the power of knowing your why when he published his book Start with Why: How Great Leaders Inspire Everyone to Take Action. The question “what is your why?” has become a common starting point for most new businesses or personal development programs.

I have watched Sinek’s popular TED Talk several times over the years. However, I wanted to delve deeper into the idea of knowing your why or starting with your why. I read his book looking for the connection between starting with why and having a meaningful work environment. The book delivered on its promise to inspire and spark new ways of thinking.

Over 80% of employees do not enjoy their jobs, and so much of it has to do with leadership. Leaders who can inspire their employees give them a sense of purpose and meaning that goes far beyond external incentives. Leaders who inspire create a following and have the most loyal customers and employees. Inspired employees are more productive, more innovative, and more creative. They help to make stronger companies and stronger economies.

Leaders can influence human behavior in only two ways: manipulate it or inspire it. In the case of employees, the manipulation includes offering incentives or using fear and peer pressure. Inspiration, however, comes from a clear understanding of why the company does what it does. “Why” explains the company’s purpose, why it exists, and what it believes. Inspiration, Sinek says, “starts with the clarity of WHY… starting with WHY is what inspires people to act.”

Humans are drawn to leaders and companies that excel at expressing their beliefs. When individuals share those beliefs, they feel a sense of belonging and loyalty to those organizations. That sense of belonging makes them feel safe, special, and not alone.

Knowing your why is not the only way to achieve success. However, Sinek believes that it is the only way to have a lasting success that combines innovation and flexibility. Authenticity – saying and doing what you believe – is also a requirement for lasting success, but leaders cannot demonstrate authenticity without the clarity of why.

Sinek draws a distinction between a leader and an act of leading. Being a leader is a rank or a position that one either earns or is placed in by navigating internal politics. Leading means that others are following you because they want to be a part of something bigger, not because they have to or are paid to do so.

Great leaders have a talent for finding people who are a good fit for their organizations. They are not looking to hire individuals solely for their skillset and motivate them. They hire people who believe what leaders believe. They hire motivated people and inspire them.

“The goal is to hire those who are passionate for your WHY, your purpose, cause or belief, and who have the attitude that fits your culture.”

Companies with a strong sense of why inspire people, and in turn, those people attract others who are eager to work at those companies as well.

“Average companies give their people something to work on. In contrast, the most innovative organizations give their people something to work toward.”

An inspiring leader facilitates idea creation. Instead of thinking of all the great ideas on his/her own, a leader creates an environment where others can develop great ideas. When people are continuously reminded of why the company was founded, they look for ways to bring that vision to life. Without having a clear understanding of why employees will come to work and just do their job. When people have a clear sense of why and a higher sense of purpose, they are less likely to give up at the first sign of failure, and they are more likely to innovate.

Leadership is about having a vision of the world that does not yet exist and communicating that vision to inspire others to follow. Vision comes from clarity of the leader’s why, and what the world could be if everyone pursued that why. Now that is a work environment that has meaning and purpose!