By Stefano Lodola
Managing a team with different backgrounds across the world has tested my leadership. I began searching for effective ways on how to be an improved leader who can manage his people well. I have been more engaged in reading books which have significantly helped me shift the way I think and align it with my actions.
One of the many books I have stumbled upon was the “Start with Why: How Great Leaders Inspire Everyone to Take Action” by Simon Sinek, an inspirational English-born American author and speaker who is focused on business leadership. Composed of 14 chapters, the book began with an impressive ponder-worthy question: “Why start with Why”? In that chapter, it emphasizes the value of understanding the purpose and personal motivation of beginning and going back to the core, to be able to inspire people and encourage following and members upon influencing management style.
The book has many highlights on effective strategies to think of the “why” (purpose) in order to persevere in the process of understanding the “what” (goal) and discovering the “how” (actions). In the following chapters, it presents a comparison between manipulation and inspiration where it noted that people find it better to work with leaders who have a learner’s mindset, encouraging the team, “we’re all in this together”. The idea of Golden Circle, which is commonly used by public speakers when sharing presentations is also included in the book with a strong emphasis on instilling the question of purpose instead of imposing uncertainties and not taking accountability upon managing people and the overall operation of the business.
Consistency and clarity during the process of decision-making are also considered in the book as the best feature a great leader can have. When leaders have clarity in their executions and are able to properly delegate and communicate with the team, they are more effective and efficient in reaching milestones for the purpose of the business.
Generally, Simon Sinek’s Start With Why, offers an optimist perspective to the leaders who are struggling to effectively apply balance in their authority as managers and as human beings who should empathize and understand human behavior as they are.
For me, it’s agreeable that when a WHY is clear, those who share that belief can also have clarity in their role and responsibility in contributing to the team. I strongly found the book relatable and thought-provoking with an established emotional connection that builds more awareness on the purpose before anything else.
One quote and question from the book that I always carry alongside me whenever a blurry understanding and little redirections happen, “If the organization’s leader can’t clearly articulate WHY the organization exists beyond its product or services, then how does he expect the employees to know WHY come to work?”
Noteworthy, the book may be absurd to the cynics, but it can significantly help leaders who are currently struggling to organize their systems. Notwithstanding the odds experienced, a leader’s sense of purpose must never be lost, to help members improve their efficiency and contribution in the role that they do.
“Great Leaders”, as the book defines it, are after all, always rooted to their purpose despite the unfavorable dynamics.
Stefano Lodola, Founder, Polyglot, and Italian Course Author at Think Languages
