Why Starting with ‘Why’ Can Be Misleading: A Critique of Simon Sinek’s Approach to Leadership

Simon Sinek’s “Start with Why” approach to leadership has become very popular in recent years. Sinek argues that great leaders and organizations inspire people by starting with a clear sense of purpose or belief and that this “why” should be the driving force behind everything they do. While this approach has been embraced by many, it is not without its limitations. In this post, we will explore some potential downsides of starting with “why” and argue that a more nuanced approach to leadership may be necessary.

Let’s begin with his examples of Steve Jobs and the Wright Brothers.

Workplace Whispers: Debunking Myths and Paradoxes

INCEPTION: Unveiling the Secrets of Inspirational Leadership

Steve Jobs

Simon Sinek has cited Steve Jobs as an example of a leader who started with “why,” but it is also true that Jobs did not always follow this approach. In fact, Jobs was known for his attention to detail and his focus on the user experience, often starting with the “what” and “how” of a product before moving on to the “why.”

For example, when Jobs was developing the iPod, he did not start with a grand vision of changing the music industry or inspiring people to connect with their favourite artists. Instead, he focused on creating a simple and elegant device that would allow people to carry their music wherever they went easily. Only after the iPod became, a huge success Jobs began to articulate a loftier “why” behind the product.

Similarly, when Jobs worked on the iPhone, he did not start with a grand vision of changing the world or revolutionizing the mobile phone industry. Instead, he focused on creating a device that would be easy and intuitive to use, with a sleek and modern design. Only after the iPhone became, a huge success Jobs began to articulate a more compelling “why” behind the product.

When Steve Jobs and Steve Wozniak started Apple Computer Company in 1976, they were not driven by a grand vision or purpose but rather by a desire to create a personal computer that they wanted to use. Jobs and Wozniak were both computer enthusiasts, and they saw an opportunity to create a simple and affordable computer that would be accessible to ordinary people.

Their first product, the Apple I, was a bare-bones computer kit that users could assemble. It had limited capabilities but was far cheaper and more accessible than any other personal computer on the market. Jobs and Wozniak sold the Apple I through a small electronics retailer in California, and it was an immediate success.

While Jobs and Wozniak would go on to achieve enormous success with Apple and become symbols of innovation and entrepreneurship, it is worth noting that their initial motivation was to create a product that they wanted to use. This is a testament to the power of personal passion and curiosity and a reminder that not every successful venture starts with a grand vision or purpose. Sometimes, success comes from simply pursuing what you love and doing it well.

Wright Brothers

The story of the Wright Brothers is often used as an example of the power of starting with “why” in leadership. However, their success was not driven by a grand vision or purpose. Instead, they were inspired by a childhood toy and the efforts of other inventors who had attempted to create the flying machine before them.

In particular, the Wright Brothers were inspired by the work of Samuel Langley, who had been funded by the US government to create a flying machine. While Langley’s efforts ultimately failed, the Wright Brothers recognized that he had made important contributions to the aviation field and learned from his research and failures.

Rather than starting with a grand vision or purpose, the Wright Brothers were engineers who loved their work and were driven by a desire to solve a specific problem: how to control flight mid-air. They recognized that the key challenge was not taking off or landing but rather controlling the flight once it was in the air.

To solve this problem, the Wright Brothers customized bicycles and developed a series of gliders to test their ideas. They worked tirelessly on their experiments, often working alone for long periods of time. Later, they hired a person who was an engine specialist, not because he shared their grand vision but because they recognized his expertise and believed he could help them achieve their goal.

The story of the Wright Brothers is a reminder that starting with “why” is not always the most important factor in achieving success. While having a clear purpose or belief can be motivating, individuals' practical skills and expertise often make the biggest difference. The Wright Brothers were able to achieve their goal not because of a grand vision but because of their relentless focus on solving a specific problem and their willingness to learn from the efforts of others.

Samuel Pierpoint Langley — In his Ted Talk, Simon Sinek has been critical of Langley’s approach to innovation and his failure to achieve success in creating a flying machine. According to Sinek, Langley’s approach was focused too much on the “what” and the “how” of building a flying machine without a clear sense of purpose or belief (the “why”). According to Sinek, this lack of a clear vision was one of the reasons why Langley’s efforts ultimately failed.

However, it is important to note that Langley’s work and research were not without value. As I mentioned earlier, the Wright Brothers recognized Langley and other inventors' contributions to the aviation field. They were able to build upon their work to achieve success.

Furthermore, it is possible to argue that Langley’s failure was not solely due to a lack of vision or purpose. Various factors contributed to his lack of success, including limited resources, technical challenges, and external factors.

Overall, it is important to recognize that success in innovation and entrepreneurship is complex and multifaceted. While having a clear sense of purpose or belief can motivate, it is not the only factor contributing to success. Leaders and innovators also need to have the practical skills, expertise, and resources necessary to achieve their goals and to be willing to learn from the efforts of others. And they need to get the right idea at the right time.

Simon Sinek also argued that Langley’s failure to create a flying machine successfully was partly due to his inability to attract and inspire talented individuals to work on his team. According to Sinek, Langley did not have a clear purpose or belief (the “why”) that could inspire and motivate others to join his team and work towards a common goal.

However, it is important to note that Langley did have talented individuals working on his team, including Charles Manly and Augustus Herring, who were both experienced and capable aviation engineers. These individuals were dedicated to the project and made important contributions to Langley’s research and experiments.

Recipe for Business Success

Simon Sinek says, “If you ask people reasons for business failure, they would answer the same three things: Under-capitalized, hiring wrong people, and market conditions.” He argued that starting with “why” is the most important factor in business success.

However, the story of Six Degrees, a social media site launched in the late 1990s, demonstrates that having a grand vision and attracting believers is not always enough to ensure success.

Six Degrees was launched at a time when internet penetration was still relatively low, and the cost of maintaining software and hardware was high. Despite having a clear sense of purpose and vision, the company struggled to gain traction and ultimately went bankrupt.

In contrast, Facebook launched several years later, achieved massive success by focusing on meeting the needs of college students and leveraging open-source software to keep costs low. While founder Mark Zuckerberg did not start with a grand vision, the site quickly gained popularity and expanded to multiple colleges. Within a few years, Facebook became one of the world's most successful social media platforms.

The story of Six Degrees and Facebook demonstrates that starting with “why” is not always the most important factor in achieving success in business or entrepreneurship. While having a clear sense of purpose or vision can be motivating, practical factors such as timing, resources, and cost often determine success. Zuckerberg’s success with Facebook was not driven solely by a grand vision but also by his ability to recognize the needs of his audience and leverage existing technology to achieve his goals.

People Don’t Buy What You Do; They Buy Why You Do It

Simon Sinek’s statement that people don’t buy what you do; they buy why you do it is a powerful and thought-provoking idea that has resonated with many entrepreneurs and business leaders. However, his use of the examples of Dell’s MP3 player and Microsoft’s Zune compared to Apple’s iPod to support this statement is somewhat problematic.

While it is true that the iPod was a highly successful product that revolutionized the music industry, it is not entirely accurate to attribute this success solely to Apple’s sense of purpose or vision. The iPod’s success was also driven by a number of other factors, including its ease of use, its sleek design, and the launch of the iTunes store.

The launch of the iTunes store, which allowed customers to purchase and download songs for 99 cents each easily, was a major driver of the iPod’s popularity.

In contrast, Dell’s MP3 player and Microsoft’s Zune failed to achieve similar success, despite having similar features and capabilities. The main reason for this failure was a lack of usability, a complicated PC interface, no music store, and other factors that made the products less appealing to customers.

Ultimately, the success of a product or service is determined by how well it meets the needs and desires of customers. While having a clear sense of purpose or vision can inspire and motivate employees and stakeholders, it is often practical considerations such as ease of use, functionality, and price that drive sales and win over customers.

When it comes to selling a product or service, it is important to focus on what it can do for the customer and how it can improve their life or solve a problem. Customers are not necessarily concerned with why you do what you do but rather with how your product or service can benefit them. By focusing on these practical considerations and understanding the needs and desires of customers, entrepreneurs and business leaders can increase their chances of success.

Limitations of Starting with “Why”

While starting with a clear purpose or belief can be a powerful way to inspire and motivate people, this approach has some potential limitations. Here are a few to consider:

1. Not everything has a clear “why”: While some organizations or leaders may have a clear and compelling sense of purpose or belief that drives everything they do, this is not always true. In many situations, it may not be possible to identify a clear “why” that is meaningful and inspiring to everyone involved.
2. “Why” doesn’t always translate into action: Even when there is a clear “why,” it may not always be enough to drive action and achieve results. People may need more concrete and specific guidance on what to do and how to do it rather than being inspired by a grand vision or purpose.
3. Overemphasis on “why” can be impractical: While having a sense of purpose and direction is important, an overemphasis on “why” can be impractical and may distract from the more practical aspects of leadership. Leaders need to be able to balance their vision and purpose with the realities of execution and day-to-day operations.
4. “Why” can be difficult to articulate: For some organizations or leaders, articulating a clear “why” may be difficult or even impossible. This can lead to confusion and a lack of direction as people struggle to understand the organization's goal.
5. “Why” can be subjective: While a clear sense of purpose or belief can be inspiring, it can also be subjective and open to interpretation. What motivates one person or group may not be as effective for another. This means that leaders must be aware of the diversity of perspectives and motivations within their organization and tailor their approach accordingly.
6. Starting with “why” can be a luxury: In some cases, starting with a grand vision or purpose may be a luxury that not all organizations or leaders can afford. When resources are limited or the stakes are high, a more pragmatic approach may be necessary in order to achieve results.
7. “Why” can change over time: Even if an organization or leader starts with a clear sense of purpose or belief, this can evolve or change over time. External factors such as market conditions, competition, or shifts in consumer behavior may require reevaluating the organization’s mission or purpose.
8. Customer-centric product development: When developing a new product or service, starting with the customer's needs and preferences may be more important than starting with a grand vision or purpose. By understanding the customer's needs and focusing on creating a product that meets those needs, leaders can build a successful business grounded in real-world needs and demands.
9. Execution matters just as much as purpose: While starting with “why” can be inspiring and motivating, ultimately, it is the execution that determines success. A grand vision or purpose means little if the organization is unable to deliver on its promises or achieve its goals. Leaders need to focus on both inspiring people with a sense of purpose and ensuring that the organization is able to execute effectively.
10. Crisis management: In situations where there is a crisis or urgent problem that needs to be addressed, starting with a grand vision or purpose may not be the most effective approach. Instead, leaders need to focus on identifying and addressing the immediate issue at hand and communicating a clear plan of action to their team.
11. Reactive market conditions: In highly competitive markets, responding quickly to changing conditions may be more important than starting with a clear “why.” For example, suppose a company’s primary competitor launches a new product. In that case, the organization may need to pivot quickly to stay competitive rather than spend time developing a grand vision or purpose.
12. Culture change: While a clear sense of purpose or belief can be important for building a strong organizational culture, it may not be enough to drive meaningful change on its own. In situations where a major culture change is needed, leaders may need to focus more on specific actions and behaviours rather than starting with a grand vision or purpose.
13. Early-stage startups: In the early stages of a startup, there may not be a clear sense of purpose or belief that can drive the organization forward. Instead, leaders may need to focus more on developing a viable business model and attracting customers in order to achieve initial success.

In conclusion, Simon Sinek’s “Start with Why” approach to leadership has become a popular concept in business and entrepreneurship but has limitations. While having a clear sense of purpose or vision can motivate employees and stakeholders, it is not always the most important or effective factor in achieving success.

Business leaders need to be mindful of the diversity of customer needs and preferences and to balance a sense of purpose with practical considerations such as timing, resources, and cost to achieve their goals. Additionally, it is important to recognize that different customers have different needs and motivations when purchasing and that a sense of purpose or vision is not always the most important factor in driving sales.

Ultimately, effective leadership requires a nuanced understanding of the complex factors that contribute to business success and a willingness to adapt and pivot in response to changing circumstances. While starting with “why” can be a useful approach in some situations, it is not a panacea, and business leaders need to be mindful of its limitations and approach leadership with a balanced and pragmatic perspective.