True leaders communicate backwards

Leaders hold a position of power, or authority. But those who truly lead effectively do so because they inspire and know how to communicate their way of seeing things to involve others in what they do. Something so apparently obvious or general served Simon Sinek To write the praised book Start With Why, considered to be one of the reference volumes in coaching related to marketing and sales. In an intervention in TED, Sinek argues that Do leaders communicate in reverse. To explain it, use a graphic called “The Golden Circle”, concentric circumferences that mark, from outside to inside, the areas of What, How and Wherefore. The key is in the core. Few people or organizations know (or prove to know) why they do things. And economic benefits are not the key, but beliefs, motivations. Sinek points out that these three levels are summarized in two in the human brain. On the one hand, What corresponds to the neocortex, the rational level, that of language. How and Why are housed in the limbic parts of the brain, where the sentimental, responsible for behaviors and without the capacity for language, only for emotions, is housed. Apple If it were to communicate in the following way, it would not be the company we know today:1. We have good computers.2. They have a unique, special design and are easy to use.3. Do you want one? Apple, however, communicates as follows: 1. Everything we do, we do to challenge the status quo. We believe in what is different and in changing things.2. How do we change them? Creating unique products, with a special design and easy to use. According to Sinek, people don't buy what you make, but Buy the reasons why you do it. The speaker criticizes the habit of those businessmen who have failed. According to him, they always ascribe the bad experience to unfavorable market conditions, the wrong staff or partners, and a shortage of capital. Repetitive theory that tries to disassemble with the graph of the Law on the Dissemination of Innovation.This law says that if we want to be successful in the mass market (or for an idea to be simply accepted by it), we must overcome a tipping point that is between 15% and 18% of market share, approximately. That is, when this product penetrates both the market of innovative consumers (2.5%) and that of early adopters (13.5%), but it also enters the early majority (the next 34% of consumers), who wait to consume a product until others try it (they would be swept away both by early adopters and by the most advanced individuals in their group). Sinek warns that many companies tend to settle for 10%. The jump between that 10% and 15-18% is what differentiates innovative companies that succeed from others that offer an equally good product, but that have not been able to convince the most daring consumers because they limit themselves to having a good product without worrying about communicating what has led them to start developing it. The people and companies that are truly leaders, according to Sinek, are also the most humane.