CHAPTER 9: KNOW WHY, KNOW HOW, THEN WHAT

know whyApple’s WHY. Every time someone uses an Apple product, it is more than just a product, it’s the individual challenging the status quo too.
Apple’s WHAT are their products, partnerships, campaigns, packaging, hardware design, they are proof
that they actively challenge status-quo thinking to empower the individual.
Everything an organization says and does communicate the leader’s vision to the outside world. If people don’t buy what you do, they buy WHY you do it and if all the things happening at the WHAT level do not represent WHY the company exists, then the ability to inspire is severely complicated.
The cause embodied by an individual slowly morphs into a structured organization, as it grows, the leader’s role changes. He will no longer be the loudest part of the megaphone; he will become the source of the message that is to flow through the megaphone.
As a company grows, the CEO’S job is to personify the WHY. To ooze of it, To talk about it, To preach it, To be a symbol of what the company believes. They are the intention, and WHAT the company says and does is their voice.
Just as it is hard for people to speak their feelings, it Is equally hard for an organization to explain its WHY.
The struggle that so many companies have to differentiate or communicate their true value to the outside world is not a business problem, it is a biology problem. And just like a person struggling to put their emotions into words, we rely on metaphors, imagery, and analogies in an attempt to communicate how we feel. Absent the proper language to share our deep emotions, our purpose, cause, or belief, we tell stories, we use symbols. We create tangible things for those who believe the same thing we believe, things that they can point to and say, “That’s why I’m inspired”. If done properly, that’s what marketing, branding, products, and services become; a way for organizations to communicate to the outside world.

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