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People do not buy what you do. They buy why you do it.Cary Decker

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Start with Why: How Great Leaders Inspire Everyone to Take Action Paperback – December 27, 2011

by Simon Sinek (Author)

4.6 38,594 ratings

Part of: Start with Why Series (3 books)

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The inspirational bestseller that ignited a movement and asked us to find our WHY

Discover the book that is captivating millions on TikTok and that served as the basis for one of the most popular TED Talks of all time—with more than 56 million views and counting. Over a decade ago, Simon Sinek started a movement that inspired millions to demand purpose at work, to ask what was the WHY of their organization. Since then, millions have been touched by the power of his ideas, and these ideas remain as relevant and timely as ever.

START WITH WHY asks (and answers) the questions: why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.

START WITH WHY shows that the leaders who have had the greatest influence in the world all think, act and communicate the same way—and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

From the Publisher

	Find Your Why	Leaders Eat Last	The Infinite Game	Together is Better

Customer Reviews	4,995	16,913	7,782	2,466
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Editorial Reviews

Review

“Start with Why is one of the most useful and powerful books I have read in years. Simple and elegant, it shows us how leaders should lead.”
—William Ury, coauthor of Getting to Yes

“Start with Why fanned the flames inside me. This book can lead you to levels of excellence you never considered attainable.”
—General Chuck Horner, Air Boss, Desert Storm

“Each story will force you to see things from an entirely different perspective. A perspective that is nothing short of the truth.”
—Mokhtar Lamani, former Ambassador, Special Envoy to Iraq

About the Author

SIMON SINEK, the bestselling author of LEADERS EAT LAST and TOGETHER IS BETTER, is an optimist who believes in a brighter future for humanity. He teaches leaders and organizations how to inspire people and has presented his ideas around the world, from small startups to Fortune 50 corporations, from Hollywood to Congress to the Pentagon. His TED Talk based on START WITH WHY is the third most popular TED video of all time. Learn more about his work and how you can inspire those around you at StartWithWhy.com.

Excerpt. © Reprinted by permission. All rights reserved.

1
ASSUME YOU KNOW
On a cold January day, a forty-three-year-old man was
sworn in as the chief executive of his country. By his side
stood his predecessor, a famous general who, fifteen years
earlier, had commanded his nation’s armed forces in a war
that resulted in the defeat of Germany. The young leader
was raised in the Roman Catholic faith. He spent the next
fi ve hours watching parades in his honor and stayed up
celebrating until three o’clock in the morning.
You know who I’m describing, right?

It’s January 30, 1933, and I’m describing Adolf Hitler and not,
as most people would assume, John F. Kennedy.
The point is, we make assumptions. We make assumptions
about the world around us based on sometimes incomplete or false
information. In this case, the information I offered was incomplete.
Many of you were convinced that I was describing John F. Kennedy
until I added one minor little detail: the date.

This is important because our behavior is affected by our assumptions
or our perceived truths. We make decisions based on
what we think we know. It wasn’t too long ago that the majority of
people believed the world was flat. This perceived truth impacted behavior.
During this period, there was very little exploration. People
feared that if they traveled too far they might fall off the edge
of the earth. So for the most part they stayed put. It wasn’t until
that minor detail was revealed—the world is round—that behaviors
changed on a massive scale. Upon this discovery, societies
began to traverse the planet. Trade routes were established; spices
were traded. New ideas, like mathematics, were shared between societies
which unleashed all kinds of innovations and advancements.
The correction of a simple false assumption moved the human race
forward.

Now consider how organizations are formed and how decisions
are made. Do we really know why some organizations succeed and
why others don’t, or do we just assume? No matter your defi nition
of success—hitting a target stock price, making a certain amount
of money, meeting a revenue or profi t goal, getting a big promotion,
starting your own company, feeding the poor, winning public
office—how we go about achieving our goals is very similar. Some
of us just wing it, but most of us try to at least gather some data so
we can make educated decisions. Sometimes this gathering process
is formal—like conducting polls or market research. And
sometimes it’s informal, like asking our friends and colleagues for
advice or looking back on our own personal experience to provide
some perspective. Regardless of the process or the goals, we all want
to make educated decisions. More importantly, we all want to make
the right decisions.

As we all know, however, not all decisions work out to be the
right ones, regardless of the amount of data we collect. Sometimes
the impact of those wrong decisions is minor, and sometimes it can
be catastrophic. Whatever the result, we make decisions based on a
perception of the world that may not, in fact, be completely accurate.
Just as so many were certain that I was describing John F.
Kennedy at the beginning of this section. You were certain you were
right. You might even have bet money on it—a behavior based on
an assumption. Certain, that is, until I offered that little detail of
the date.

Not only bad decisions are made on false assumptions. Sometimes
when things go right, we think we know why, but do we really?
That the result went the way you wanted does not mean you
can repeat it over and over. I have a friend who invests some of his
own money. Whenever he does well, it’s because of his brains and
ability to pick the right stocks, at least according to him. But when
he loses money, he always blames the market. I have no issue with
either line of logic, but either his success and failure hinge upon his
own prescience and blindness or they hinge upon good and bad
luck. But it can’t be both.

So how can we ensure that all our decisions will yield the best
results for reasons that are fully within our control? Logic dictates
that more information and data are key. And that’s exactly what
we do. We read books, attend conferences, listen to podcasts and
ask friends and colleagues—all with the purpose of finding out
more so we can figure out what to do or how to act. The problem
is, we’ve all been in situations in which we have all the data and get
lots of good advice but things still don’t go quite right. Or maybe
the impact lasted for only a short time, or something happened
that we could not foresee. A quick note to all of you who correctly
guessed Adolf Hitler at the beginning of the section: the details I
gave are the same for both Hitler and John F. Kennedy, it could have
been either. You have to be careful what you think you know. Assumptions,
you see, even when based on sound research, can lead
us astray.

Intuitively we understand this. We understand that even with
mountains of data and good advice, if things don’t go as expected,
it’s probably because we missed one, sometimes small but vital detail.
In these cases, we go back to all our sources, maybe seek out
some new ones, and try to figure out what to do, and the whole
process begins again. More data, however, doesn’t always help, especially
if a flawed assumption set the whole process in motion in
the fi rst place. There are other factors that must be considered, factors
that exist outside of our rational, analytical, informationhungry
brains.

There are times in which we had no data or we chose to ignore
the advice or information at hand and just went with our gut and
things worked out just fine, sometimes even better than expected.
This dance between gut and rational decision-making pretty much
covers how we conduct business and even live our lives. We can
continue to slice and dice all the options in every direction, but at
the end of all the good advice and all the compelling evidence, we’re
left where we started: how to explain or decide a course of action
that yields a desired effect that is repeatable. How can we have 20/20
foresight?

There is a wonderful story of a group of American car executives
who went to Japan to see a Japanese assembly line. At the
end of the line, the doors were put on the hinges, the same as in
America. But something was missing. In the United States, a line
worker would take a rubber mallet and tap the edges of the door to
ensure that it fit perfectly. In Japan, that job didn’t seem to exist.
Confused, the American auto executives asked at what point they
made sure the door fit perfectly. Their Japanese guide looked at
them and smiled sheepishly. “We make sure it fits when we design
it.” In the Japanese auto plant, they didn’t examine the problem
and accumulate data to figure out the best solution—they engineered
the outcome they wanted from the beginning. If they didn’t
achieve their desired outcome, they understood it was because of a
decision they made at the start of the process.

At the end of the day, the doors on the American-made and
Japanese-made cars appeared to fit when each rolled off the assembly
line. Except the Japanese didn’t need to employ someone to
hammer doors, nor did they need to buy any mallets. More importantly,
the Japanese doors are likely to last longer and maybe even
be more structurally sound in an accident. All this for no other
reason than they ensured the pieces fit from the start.

What the American automakers did with their rubber mallets is
a metaphor for how so many people and organizations lead. When
faced with a result that doesn’t go according to plan, a series of
perfectly effective short-term tactics are used until the desired out-
come is achieved. But how structurally sound are those solutions?
So many organizations function in a world of tangible goals and the
mallets to achieve them. The ones that achieve more, the ones that
get more out of fewer people and fewer resources, the ones with an
outsized amount of infl uence, however, build products and companies
and even recruit people that all fit based on the original
intention. Even though the outcome may look the same, great leaders
understand the value in the things we cannot see.

Every instruction we give, every course of action we set, every
result we desire, starts with the same thing: a decision. There are
those who decide to manipulate the door to fit to achieve the desired
result and there are those who start from somewhere very
different. Though both courses of action may yield similar shortterm
results, it is what we can’t see that makes long-term success
more predictable for only one. The one that understood why the
doors need to fit by design and not by default.

Product details

Publisher ‏ : ‎ Portfolio; Reprint edition (December 27, 2011)
Language ‏ : ‎ English
Paperback ‏ : ‎ 256 pages
ISBN-10 ‏ : ‎ 1591846447
ISBN-13 ‏ : ‎ 978-1591846444
Item Weight ‏ : ‎ 7.2 ounces
Dimensions ‏ : ‎ 5.27 x 0.67 x 8 inches

Best Sellers Rank: #674 in Books (See Top 100 in Books)
- #2 in Computers & Technology Industry
- #4 in Entrepreneurship (Books)
- #19 in Leadership & Motivation

Customer Reviews:
4.6 38,594 ratings

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Simon Sinek

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Simon Sinek is an optimist. He teaches leaders and organizations how to inspire people. From members of Congress to foreign ambassadors, from small businesses to corporations like Microsoft and 3M, from Hollywood to the Pentagon, he has presented his ideas about the power of why. He has written two books, Leaders Eat Last and Start With Why and is quoted frequently by national publications. Sinek also regularly shares 140 characters of inspiration on Twitter (@simonsinek).

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Customers say

Customers find the book easy to read and thought-provoking. They appreciate the simple yet powerful idea that can be applied to personal and professional life. However, opinions differ on repetition and writing style. Some find the insights clear and genuine, while others feel the examples are repetitive.

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Readability Thought provoking Application Repetition Insight Writing style

1,458 customers mention "Readability"1,385 positive73 negative

Customers find the book easy to read and engaging. They say it provides a good foundation for thinking about how companies operate. The book's message is clear and powerful, with examples that are simple yet effective.

"...This book can be considered the MASTER book to be read before reading books like "From Good to Great", "Stall Points", "The Innovator's Dilemma" and..." Read more

"...The central idea is simple yet powerful: great leaders and organizations don’t just focus on what they do or how they do it, but why they do it...." Read more

"...one president is replaced after 4 to 8 years, there is no lapse, no lack of clarity as we find in corporations - Tell me why that is?..." Read more

"...fluffy corporate speak or recycled motivation—it's a straight shot of clarity to the brain about what actually drives human decision-making and..." Read more

1,208 customers mention "Thought provoking"1,191 positive17 negative

Customers find the book insightful and helpful. They say it provides plenty of inspiration and instruction, helping them think deeper about their careers. The book contains wisdom and a well-thought-out philosophy that leaders at all levels can understand. It helps them have a clear sense of purpose and has completely changed their perspective in life and business.

"...are wonderful ways for us to look at leadership, to understand the life cycle of a corporation, and summarily see why companies thrived and why they..." Read more

"...The central idea is simple yet powerful: great leaders and organizations don’t just focus on what they do or how they do it, but why they do it...." Read more

"...The validity of every system is obvious. The people to hire are clear. The reasons to fire are even more clear...." Read more

"...padding—it delivers concepts with precision and enough real-world examples to cement understanding without drowning in details...." Read more

112 customers mention "Application"112 positive0 negative

Customers find the book's application useful. They say it can be applied to any endeavor, including personal and professional life. The idea is simple but powerful, with practical applications. Readers appreciate the examples and concepts in the book, like the celery test and school bus.

"...The central idea is simple yet powerful: great leaders and organizations don’t just focus on what they do or how they do it, but why they do it...." Read more

"...beauty of the idea: it's incredibly simple while still being astoundingly powerful...." Read more

"...Not only is the message clear and powerful, but the examples are intriguing, Sinek reels you in and keeps you engaged and moving forward...." Read more

"...This was powerful to me. For example, my most important value is compassion, but how do I practice compassion?..." Read more

244 customers mention "Repetition"87 positive157 negative

Customers have different views on the book's repetition. Some find it engaging and fascinating, while others feel it's repetitive and bludgeoning.

"...However, on the 2nd and 3rd reading, this apparent repetition disappears and you can see the different points that the author was trying to..." Read more

"...Through compelling examples and real-life stories, Sinek shows how leaders who focus on their “why” can create loyal followings and drive lasting..." Read more

"...On the other hand, the book is agonizing in its redundancy, often repeating the same examples many times over to make precisely the same point as..." Read more

"...Yes, possibly a little too labored and long at times, but with speed-reading, you are soon past those passages and back into the great stuff..." Read more

119 customers mention "Insight"52 positive67 negative

Customers have mixed opinions about the book's insights. Some find the clear sense of why important and actionable, while others feel it lacks depth and fails to inspire. The examples are repetitive at times, and some readers feel the brain references distract from the main points.

"...2. The WHYs are not strictly examined and evaluated...." Read more

"...style doesn't waste your time with unnecessary padding—it delivers concepts with precision and enough real-world examples to cement understanding..." Read more

"...loads, but def felt it could’ve been a shorter read, lots of repetitive information." Read more

"...just the actions themselves, making this approach essential for inspiring loyalty and trust...." Read more

95 customers mention "Writing style"56 positive39 negative

Customers have different views on the writing style. Some find it engaging and well-presented, with great detail on defining characteristics and actions. Others find it boring, repetitive, and difficult to read due to poor grammar, unclear points, and unnecessary repetition.

"Great print, nice quality, fast arrival I’m happy with this purchase" Read more

"...1. The grammar is terrible. The whole book should be reviewed by a competent editor. 2. The WHYs are not strictly examined and evaluated...." Read more

"...the main concepts several times and also provides multiple illustrations to drive the point home...." Read more

"Intriguing so far. Page 7 has a small print defect." Read more

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John H. Hwung
A MASTER book of other books!!!
Reviewed in the United States on August 7, 2012
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THIS IS THE GREATEST BOOK EVER PUBLISHED IN THE LAST 10 YEARS!!!

If I could give this book 10 stars, I would! This book beats many other books. This book is so exciting to read that I read it three times! The beginning of the book said it extremely well -- This book is about an unique kind of leadership that has the natural recurring pattern of inspiring, influencing and affecting people. It is about a very small group of leaders that achieve disproportionate amount of influences in their industries/areas compare to other leaders. The most prominent example is, of course, Steve Jobs who displayed a recurring pattern of changing one industry after another.

(Of all the books that study Steve Jobs, this is probably the best one although it is not a book on Jobs' biography. However, this book offers the best angle to understand his motivation and influence.)

The core of this book is about the kind of WHYs that a special kind of leaders has that enable them to have the natural recurring pattern of inspiring, influencing and changing people and industries. The prime examples of this kind of leaders quoted in this book are Steve Jobs, Martin Luther King, Jr., and the Wright Brothers.

This book is revolutionary. All the top business schools should reevaluate their curriculum based on this book! All the top business consultants should reconsider their theories and recommendations based on this book! All the writers on leadership should read this book and revise their theories! All political leaders in the world should read this book! All board of directors of corporations should read this book and learn how to select the next CEOs! ...

This book can be considered the MASTER book to be read before reading books like "From Good to Great", "Stall Points", "The Innovator's Dilemma" and the follow-on books, "Crossing the Chasm" ...

The central theme of this book is WHY -- the essence, the core, the purpose of a person's life, of leadership, and the starting point of a corporation. Without the clarity of this WHY, the life of a person, the leadership, and the products and services offered by a corporation are all fuzzy and treated as commodities. This is so very true. Look around us: Though we (persons, organizations and corporations) are special in some ways, yet we are almost all commodities -- except the very few that display the recurring pattern of major changes and influences such as Jobs, Apple and Google. These are the ones that have the clarity of WHY and the discipline of diligently and strictly enforcing their HOWs (principles, methods, criteria) in producing the WHATs (behaviors, products and services).

There are three views of WHY + HOW + WHAT presented in this book:
1. Looking from the top -- the WHY in the center, the HOW in the middle and the WHAT in the outer layer form a GOLDEN CIRCLE.
2. Looking from the side -- the WHY at the top layer, the HOW in the middle layer and the WHAT in the bottom layer form a cone.
3. Viewing in three dimensions -- with the external world attached to the base of WHAT, the whole thing is a megaphone for the leader or corporation to sound out its WHY.

These views are wonderful ways for us to look at leadership, to understand the life cycle of a corporation, and summarily see why companies thrived and why they died. These views can even be applied to our personal lives.

Of course, this book has some blemishes. But these defects do not distract from its greatness.
1. The grammar is terrible. The whole book should be reviewed by a competent editor.
2. The WHYs are not strictly examined and evaluated. This book treats all WHYs from leaders, entrepreneurs and corporations as equal when in fact they are not. Probably most of the WHYs are the rewording of WHATs in disguise. Maybe a lot of WHYs are re-branded HOWs. Perhaps only a small number of WHYs can have the recurring pattern of inspiration and influence. I hope the future editions of this book can elucidate this point.
3. The HOWs gets much less treatment than the WHYs and WHATs in the book. It would be great if this topic is covered in more detail.
4. Maybe 60% of this book is about corporations and not on leadership as claimed in the beginning of the book. I hope the author can focus more on the recurring pattern of inspiration and influence of leadership.
5. Not everything stated in this book is correct. The points discussed in this book about Jobs and Apple are good examples. Please read "Inside Apple" and Jobs biographies for more correct views on Jobs and Apple.

At the first reading, the book seems repetitious. The WHY, HOW and WHAT get repeated over and over. However, on the 2nd and 3rd reading, this apparent repetition disappears and you can see the different points that the author was trying to emphasize.

I would like to recommend some future topics or books for Simon Sinek:
a) Qualify and rank levels of WHYs -- not all WHYs are equal. Probably some are top-notch while most are mediocre. Also, tell us how to construct best kinds of WHYs.
b) Compare the WHYs to big tech companies, the WHYs of big Wall Street firms (if they have any???) and the WHYs of big retail companies.
c) Compare the WHYs of big empires in history
d) Compare the WHYs of nations in WWI and WWII
e) Compare the WHYs of great leaders in history
f) Compare the WHYs of great geniuses
g) Consider how WHYs can be incorporated into Teachers' College (Ed College). It is the teachers who educate our future generations. They need to be thoroughly immersed in the understanding of The Golden Circle, The Cone and The Megaphone.
h) Consider how WHYs can be incorporated into the K-12 and the college education
g) Consider how WHYs can be incorporated into and how HOWs can be enforced in our political systems. We have far too many politicians and not enough true leaders
i) Consider how WHYs can be incorporated into our law schools. Our lawyers really need a strong dose of treatment.

In summary, this book is dynamic. It's a dynamite! It's the best book I have read in the last 10 years!

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Sazzad Rifat
Inspiring and Thought-Provoking
Reviewed in the United States on March 5, 2025
Verified Purchase
Simon Sinek’s Start with Why is a must-read for anyone looking to inspire others, whether in business, leadership, or personal growth. The central idea is simple yet powerful: great leaders and organizations don’t just focus on what they do or how they do it, but why they do it. This purpose-driven approach helps build loyal customers, motivated employees, and long-term success.

The "Golden Circle" framework (Why → How → What) is an eye-opening concept that explains how the most successful leaders and companies operate. Sinek supports his ideas with compelling real-world examples, including Apple, Martin Luther King Jr., and the Wright brothers, showing how a strong sense of purpose drives innovation and influence. The book is inspiring and challenges the reader to rethink leadership and communication.

While some sections feel repetitive, this helps reinforce the core message. The book is more about shifting perspectives than providing a detailed step-by-step guide, but the insights are valuable for anyone looking to create meaningful impact. Start with Why is highly recommended for business professionals, marketers, and anyone who wants to inspire change and lead with purpose.

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Frankie
A deeper explanation of HOW: HOW is CORE VALUES, and WHY & HOW come together to form your Constitution, to guide your WHAT
Reviewed in the United States on March 12, 2015
Verified Purchase
A lot of people are searching for a clearer understanding of what "HOW" is (especially judging by the most highly rated review).

I was searching for it also. I found it over the course of much labor, across many other books and a large number of hours of additional research. HOW is only how you deliver your product when you start with WHAT - when you start with WHY, your HOW also changes. HOW becomes how you bring your WHY to life in your CULTURE, not products

So you start with WHY (your purpose). HOW do we deliver a purpose? HOW we deliver a WHY (purpose) is in HOW we behave - through Core Values. With purpose and aligned core values, the broad guidelines for every decision is in place. The validity of every system is obvious. The people to hire are clear. The reasons to fire are even more clear. And every person instantly knows the validity of every decision.

Think about it. Just like the golden circle concept, this fits. You cannot go backwards from WHAT (product) to HOW (core values). You will NEVER have an aligned WHY if you write the core values first. The consistency is immediately obvious. The golden circle must be in balance.

WHY is the purpose, and HOW are the Core Values around which we make every single decision, even in the absence of the visionary. It's HOW we make our WHY come to life every day. Our core values tell us who to hire, who to fire, and which decisions are right on a micro-level. Is that system or that process true to our core values?

Try to create core values. You cannot create genuine, honest core values without first knowing WHY you exist. When you know your WHY (such as apples challenging the status quo), you can then describe the values (in terms of behaviors) that exemplify that WHY. Without a WHY, core values are blatantly phony and greed-serving things. Without a WHY, nobody cares what your core values are, because all we know is your WHAT. If all we know is your WHAT, then the rest just comes down to features and price. But if we know your WHY, we can buy into your HOW (core values), which we see reflected in your WHAT (product)

Look at it in the light of Zappos:

WHY - to deliver the best customer service possible
HOW - CORE VALUES:
1.Deliver WOW Through Service
2.Embrace and Drive Change
3.Create Fun and A Little Weirdness
4.Be Adventurous, Creative, and Open-Minded
5.Pursue Growth and Learning
6.Build Open and Honest Relationships With Communication
7.Build a Positive Team and Family Spirit
8.Do More With Less
9.Be Passionate and Determined
10.Be Humble

Sure, they sell shoes online. But they dont seek to innovate how people shop online (WHAT-based HOW). Instead, they seek to bulid a culture around core values centered on their WHY. Nobody mentions anything about product until the WHAT.

The constitution is another great example of a WHY & HOW which guides us in an ever evolving WHAT. It doesnt try to make every law, or build every system. The constitution is our WHY, followed by our HOW. The president knows WHAT because he is guided by the WHY and HOW. When one president is replaced after 4 to 8 years, there is no lapse, no lack of clarity as we find in corporations - Tell me why that is? Because we define our WHY (purpose) and HOW (core values) in our CONSTITUTION, as every good company should have. Without a supreme law of the land, nothing stops a CEO from destroying the company when the prior CEO steps down.

UNITED STATES CONSTITUTION
WHY - We believe all humans have a right to life, liberty, and a pursuit of happiness.
HOW - our Core Values are the values we hold most dear, through which we show what we believe, out of which our culture grows, out of which our laws are defined, redefined, and removed. It does NOT attempt to define every situation, or create every law, or prevent every problem. it is our WHY and HOW, out of which we are left to determine WHAT.
We believe in fair representation of the people
We believe in freedom to defend ourselves.
We believe in speaking out against injustice.
We believe in expressing ourselves as we see fit.
We believe that no individual should hold total power to undo these things.

Hope this helps, or at least stimulates discussion.

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Guilherme Veloso
Inspirador. Visionário.
Reviewed in Brazil on February 11, 2025
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Inspirador. Visionário.

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Alistair Gent
Understanding how important WHY is
Reviewed in the United Kingdom on January 17, 2025
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230 pages of why start with why is the most important thing, great read

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Brian
Informative
Reviewed in South Africa on January 7, 2025
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Great book. Very informative 👏

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Guillaume Fontaine
Bad
Reviewed in Belgium on February 19, 2025
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225 pages for a book that could have been an email, always repeating the same ideas over and over. we have everything we need to know of the book after the first 10 pages.

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Livre excellent et léger ❤️
Livre excellent ! Et léger ❤️
Reviewed in France on September 7, 2024
Verified Purchase
Je ne l’ai pas encore lu, mais je suis sûre que ça apporte une valeur précieuse pour connaître nos "Pourquoi ?" pour chaque objectifs et notre mission de vie.
Je les reçue en bonne état, propre et léger quand on le prend.
Bonne lecture à vous ! 🤍

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Livre excellent et léger ❤️

Livre excellent ! Et léger ❤️

Reviewed in France on September 7, 2024
Je ne l’ai pas encore lu, mais je suis sûre que ça apporte une valeur précieuse pour connaître nos "Pourquoi ?" pour chaque objectifs et notre mission de vie.
Je les reçue en bonne état, propre et léger quand on le prend.
Bonne lecture à vous ! 🤍

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Start with Why: How Great Leaders Inspire Everyone to Take Action Paperback – December 27, 2011

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A must-read on leadership and purpose

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5.0 out of 5 stars A MASTER book of other books!!!

5.0 out of 5 stars Inspiring and Thought-Provoking

4.0 out of 5 stars A deeper explanation of HOW: HOW is CORE VALUES, and WHY & HOW come together to form your Constitution, to guide your WHAT

Top reviews from other countries

5.0 out of 5 stars Inspirador. Visionário.

5.0 out of 5 stars Understanding how important WHY is

5.0 out of 5 stars Informative

1.0 out of 5 stars Bad

5.0 out of 5 stars Livre excellent ! Et léger ❤️

Livre excellent ! Et léger ❤️

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A MASTER book of other books!!!

Inspiring and Thought-Provoking

A deeper explanation of HOW: HOW is CORE VALUES, and WHY & HOW come together to form your Constitution, to guide your WHAT

Inspirador. Visionário.

Understanding how important WHY is

Informative

Bad

Livre excellent ! Et léger ❤️