Start With Why

Start With Why Plot Summary

Introduction

On a brisk autumn morning in 1962, President John F. Kennedy stood before a crowd of 40,000 people at Rice University. Rather than delivering a typical political speech filled with promises and policy details, he posed a profound question: "Why choose to go to the moon?" His answer wasn't about technical specifications or budget allocations. Instead, he declared, "We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard." In that moment, Kennedy wasn't selling a space program; he was inspiring a nation to embrace a cause greater than themselves. This powerful distinction—between manipulating behavior and inspiring action—lies at the heart of Simon Sinek's transformative work. In "Start With Why," Sinek invites us to explore the biological and psychological foundations that separate truly inspiring leaders from those who merely hold positions of authority. Through compelling stories of visionaries like Martin Luther King Jr., Steve Jobs, and the Wright brothers, alongside scientific insights about how our brains process information and make decisions, Sinek reveals a fundamental pattern shared by all great leaders: they start with WHY. They communicate purpose before process, cause before consequence, belief before behavior. By understanding this pattern, we discover not just how to motivate others temporarily, but how to inspire them permanently—creating the foundation for authentic leadership in our businesses, communities, and personal lives.

Chapter 1: The Power of Why: Personal Turning Points

In the fall of 2005, Simon Sinek hit rock bottom. For nearly four years, he had run his own business, initially fueled by excitement and passion. "I was 'full of piss and vinegar,'" he recalls. The early days were exhilarating—he had beaten the odds that say 90% of new businesses fail in their first three years. Whenever someone asked what he did, he would stand tall like Superman, chest out, and proudly declare, "I am an entrepreneur." His identity and self-worth were completely wrapped up in what he did. But as the fourth year approached, something changed. The novelty wore off. When asked about his work, he would flatly respond that he did "positioning and strategy consulting." The passion had evaporated, leaving just a business—and not a particularly thriving one. Though he had Fortune 500 clients and did good work, he felt hollow inside. By September, depression set in. He became convinced his business would fail, his apartment would be taken away, and everyone around him secretly disliked him. His remaining energy went into pretending everything was fine. Desperate for solutions, Sinek attended conferences, read books, and sought advice from successful friends. But nothing helped. In fact, each suggestion only made him feel worse—like he was doing everything wrong. The entrepreneur who once defined himself by his business now couldn't even explain why he was in business at all. During Thanksgiving that year, sitting on his future brother-in-law's couch, he barely engaged in conversation. The painful truth had become clear: despite beating the statistical odds, he felt like a failure. What Sinek discovered through this personal crisis became the foundation of his work. His problem wasn't that he didn't know what to do or how to do it—his problem was that he had forgotten why he was doing it in the first place. He had experienced what he now calls "the split"—the moment when what you do becomes disconnected from why you do it. Looking back at his life, Sinek recognized a pattern: whether with friends, at school, or professionally, he had always been the eternal optimist who inspired others to believe they could achieve whatever they wanted. This was his WHY: to inspire people to do the things that inspire them, so that together, they could change the world. This personal revelation transformed Sinek's approach to everything. He became his own guinea pig for the concept of starting with WHY, applying it to all aspects of his life and work. The results were remarkable. From receiving just one public speaking invitation in his entire life, he began receiving 30-40 invitations annually from diverse audiences worldwide. Television appearances, government work, and consulting opportunities followed—not because he had changed who he was or what he knew, but because he had rediscovered his purpose and put it at the center of everything he did.

Chapter 2: Assumptions, Manipulation, and the Search for Meaning

On a cold January day in 1933, 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 had commanded the nation's armed forces in a war resulting in Germany's defeat. The young leader, raised in the Roman Catholic faith, spent the next five hours watching celebratory parades and stayed up until 3 a.m. Most readers would assume this describes John F. Kennedy, but it actually describes Adolf Hitler. The point? We constantly make assumptions based on incomplete information, and these assumptions profoundly affect our behavior. In the business world, this tendency manifests when companies believe they understand why customers choose their products. They collect data, conduct market research, and analyze consumer behavior—yet still miss the mark. A revealing example comes from the laundry detergent industry, which spent decades competing on claims of "whiter whites and brighter brights." Companies invested millions in developing additives and chemicals to achieve these results, assuming this was what customers valued most. But when anthropologists observed how people actually used detergent, they discovered something surprising: the first thing people did when pulling laundry from the dryer wasn't to hold it up to the light to check whiteness—they smelled it. Feeling clean mattered more than measurable cleanliness. This disconnect between assumptions and reality extends to how businesses attempt to influence behavior. Most rely on what Sinek calls manipulations—price reductions, promotions, fear tactics, aspirational messages, and novelty—to drive sales. A company might offer a mail-in rebate, knowing that roughly 40% of customers will never complete the complicated paperwork. Or they might create artificial scarcity ("limited time offer!") to trigger fear of missing out. These tactics work in the short term, which is why they're so common. When Continental Airlines ranked last in every industry performance metric in 1994, they could have slashed prices to fill seats. Instead, new CEO Gordon Bethune recognized that manipulations wouldn't create lasting change. The problem with manipulations is that they lead to transactions, not loyalty. Consider mygoldenvelope.com, a company that buys unwanted gold jewelry. Its founders initially invested heavily in creating an exceptional customer experience, only to discover that almost all their customers did business with them exactly once. They were building a transactional business as if it were a relationship business. Once they recognized this reality, they scaled back their investments in customer loyalty and focused solely on driving one-time purchases—becoming more efficient and profitable as a result. What these examples reveal is a fundamental truth: manipulations may drive short-term behavior, but they cannot create the foundation for lasting success. They increase costs, breed stress, and ultimately fail to answer the deeper human question that drives true loyalty: Why should I care? When we understand the difference between manipulation and inspiration—between pushing people to act and inspiring them to believe—we begin to see leadership in an entirely new light. The most successful organizations don't just sell better products; they offer something more profound: a sense of purpose and belonging that transcends the transaction itself.

Chapter 3: The Golden Circle: From Stories to Science

In 1962, Everett Rogers introduced the world to the "Diffusion of Innovations" theory, explaining how new ideas spread through society. According to this model, approximately 2.5% of the population are "innovators" who embrace new concepts first, followed by 13.5% of "early adopters." These early believers don't need extensive proof or social validation—they trust their intuition and are willing to take risks on ideas that resonate with their values. The remaining 84% of people—the "majority"—require evidence and recommendations before they'll follow suit. This pattern explains why truly innovative companies like Apple maintain roughly 2.5% market share despite their outsized influence: they attract those who naturally align with their philosophy of challenging the status quo. At the heart of this phenomenon lies what Sinek calls "The Golden Circle"—a simple but powerful model with three concentric rings. The outer ring represents WHAT an organization does (their products or services). The middle ring shows HOW they do it (their differentiating methodologies or values). At the center is WHY—the purpose, cause, or belief that drives everything else. Most organizations communicate from the outside in, starting with their products and perhaps explaining their unique approach. But truly inspiring organizations—and leaders—work from the inside out. They begin by clearly articulating WHY they exist beyond making money, then explain HOW they bring that belief to life, and finally point to WHAT they create as tangible proof of their cause. Consider how Apple might communicate if they operated like most companies: "We make great computers. They're beautifully designed, simple to use, and user-friendly. Want to buy one?" Now compare that to how they actually communicate: "In everything we do, we believe in challenging the status quo and thinking differently. We make beautifully designed, simple-to-use products. And we happen to make great computers. Want to buy one?" The second approach doesn't just describe what they sell—it invites you to join a movement. This distinction explains why Apple can successfully enter entirely different industries, from music to mobile phones, while competitors like Dell failed when they tried to expand beyond computers. Apple's products are merely tangible expressions of their WHY. What makes this model so powerful isn't just its simplicity—it's its biological foundation. The human brain is actually structured in layers that correspond to The Golden Circle. The neocortex, our newest and most evolved brain region, handles rational thought and language—the WHAT level. The limbic brain, which governs emotions, decision-making, and behavior, lacks language capacity but processes the WHY and HOW. When we communicate from the outside in (WHAT first), we can transfer information but rarely inspire action. When we communicate from the inside out (WHY first), we speak directly to the part of the brain that controls decision-making and behavior. This explains why we often struggle to articulate why we love our spouse or why we chose a particular career path. The feeling comes from our limbic brain, which has no capacity for language. It's also why "gut decisions" often feel right even when we can't fully explain them. As Dr. Richard Restak, a renowned neuroscientist, notes, decisions made with the rational brain tend to take longer and often result in overthinking, while limbic decisions—gut decisions—are typically faster and of higher quality. When a leader clearly communicates their WHY, they create an immediate emotional connection that bypasses rational resistance and speaks directly to the decision-making part of our brains. The most inspiring leaders and organizations maintain perfect clarity about their WHY, discipline in their HOW, and consistency in their WHAT. When these elements align, authenticity emerges naturally. We don't need to be told that a company is authentic—we can feel it. And in that feeling lies the true power of starting with WHY: it creates not just customers or employees, but believers who see their own values reflected in the cause and willingly join the movement to bring it to life.

Chapter 4: Trust, Belonging, and Building Loyal Teams

Ernest Shackleton, the early 20th-century English explorer, faced a daunting challenge: recruiting a crew for his Antarctic expedition. Rather than emphasizing experience or technical qualifications, his newspaper advertisement read: "Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success." This unconventional approach attracted precisely the kind of people Shackleton needed—those who shared his belief in the value of exploration despite tremendous risk. The expedition's ship, the Endurance, became trapped in pack ice and was eventually crushed, stranding the crew for ten months. Yet remarkably, through extraordinary leadership and shared purpose, not a single man perished. Contrast this with how most organizations hire today. Typical job postings list required skills and experience, perhaps mentioning "competitive salary" and "great benefits." But these criteria focus entirely on WHAT candidates can do, not WHY they might want to do it. Southwest Airlines understood this distinction when they discovered that their 1970s uniform of hot pants and go-go boots naturally attracted cheerleaders and majorettes as flight attendants. Rather than seeing this as coincidental, Southwest recognized these applicants were perfect fits for their culture—people whose entire identity centered around spreading optimism and leading crowds to believe "we can win." They began specifically recruiting from this demographic, understanding that finding people who believe what you believe is far more important than finding people with specific skills. This principle extends beyond hiring to the entire organizational culture. When Continental Airlines was consistently ranked the worst airline in the industry in the early 1990s, new CEO Gordon Bethune discovered the root problem wasn't operational—it was cultural. "I could see Continental's biggest problem the second I walked in the door," he wrote. "It was a crummy place to work." Employees were "surly to customers, surly to each other, and ashamed of their company." Bethune's first priority wasn't fixing planes or schedules but rebuilding trust. He removed the security cameras and armed guards from the executive floor, instituted an open-door policy, and created a bonus system where every employee—from baggage handlers to executives—received $65 each month the airline ranked in the top five for on-time performance. The message was clear: we're all in this together. The reason trust matters so fundamentally is rooted in our evolutionary history. Humans succeeded as a species not because we were the strongest but because we formed cultures—groups united by common values and beliefs. Trust allowed early humans to leave their communities to hunt or explore, confident that others would protect their families and possessions. This same dynamic operates in organizations today. Only when individuals trust the culture will they take personal risks to advance that culture. Like a trapeze artist who attempts daring moves only with a safety net below, employees innovate and push boundaries only when they feel protected. This explains why Southwest Airlines, renowned for customer service, doesn't believe "the customer is always right." They won't tolerate passengers who abuse their staff, preferring those customers fly with competitors instead. By protecting their employees first, they create the conditions for those employees to genuinely care for customers. It's not a coincidence that the companies we most love to patronize are often the same ones consistently rated as the best places to work. When employees feel safe and aligned with the organization's WHY, they naturally extend that same care to customers. The emergence of trust transforms an organization from a collection of individuals pursuing self-interest into a cohesive movement pursuing shared purpose. It's the difference between what Brigadier General Lori Robinson of the U.S. Air Force calls "looking up and seeing smiles" versus "looking down and seeing only asses." Great leaders create environments where people feel protected from above and connected to those beside them. They understand that their primary responsibility isn't to shareholders or even customers, but to those who bring their cause to life every day. As Herb Kelleher of Southwest famously said, "If employees are treated right, they treat the outside world right, the outside world uses the company's product again, and that makes the shareholders happy. That really is the way that it works."

Chapter 5: Tipping Points: How Movements and Ideas Spread

On August 28, 1963, a quarter of a million people gathered at the Lincoln Memorial in Washington, D.C., to hear Dr. Martin Luther King Jr. deliver his historic "I Have a Dream" speech. There were no formal invitations sent, no website to check the date, no social media campaign to drive attendance. How did so many people know to show up at the right place at the right time? The answer reveals a profound truth about how movements gain momentum and ultimately transform society. Dr. King wasn't the only civil rights leader of his era, nor was he the only one with ideas about what needed to change in America. What distinguished him was his absolute clarity about WHY change was necessary and his remarkable ability to articulate that belief. He didn't deliver the "I Have a Plan" speech—he shared a vision of a future America where all people could live according to the country's founding ideals. This clarity of purpose attracted those who shared his belief, regardless of their background. Nearly a quarter of the attendees that day were white, demonstrating that King's message transcended racial identity to touch on universal human values. This pattern of diffusion follows what sociologists call the Law of Diffusion of Innovations. According to this principle, any new idea must first capture approximately 15-18% of the market before it can reach the tipping point for mass adoption. This initial segment consists of "innovators" (2.5%) and "early adopters" (13.5%)—people who are intrinsically motivated and willing to accept new ideas on faith. The remaining population—the "early majority," "late majority," and "laggards"—require proof, social validation, and risk reduction before they'll follow. The early majority won't try something until someone else has tried it first, which is why reaching that crucial 15-18% threshold is so essential. TiVo's struggle illustrates what happens when this principle is ignored. Despite revolutionary technology, excellent PR, and strong funding, TiVo sold just 48,000 units in its first year—far below analysts' predictions of 760,000. The company's fatal mistake was marketing directly to the mass market with messages focused entirely on WHAT the product did: "It pauses live TV. Skips commercials. Rewinds live TV. Memorizes your viewing habits and records shows on your behalf without you needing to set it." Missing was any articulation of WHY the product existed—the belief system it represented. Without this clarity of purpose, practical-minded consumers responded predictably: "I don't understand it. I don't need it. I don't like it. You're scaring me." Contrast this with how Apple introduces new products. When they launched the iPod, they didn't just describe its technical specifications; they offered "1,000 songs in your pocket" as tangible proof of their belief in making technology more personal and accessible. This WHY-centered approach attracted the crucial early adopters who shared Apple's values, and these enthusiasts then influenced the more practical-minded majority. Apple didn't actually invent the portable digital music player—Creative Technology introduced a similar device nearly two years earlier—but Apple understood that people don't buy WHAT you do; they buy WHY you do it. This principle applies equally to social movements. The civil rights movement succeeded not because Dr. King had the best tactical plan, but because he inspired a critical mass of believers who made his cause their own. These early adopters then influenced their friends, families, and communities, creating the momentum necessary for legislative change. As King himself understood, laws may change behavior, but only inspired hearts can change a culture. By starting with WHY, he created not just compliance but commitment—not just followers but evangelists who carried his message to places he could never reach alone. The lesson for leaders is clear: if you want to create lasting change—whether in a company, a community, or a country—don't focus on convincing the masses. Instead, articulate your WHY with such clarity and conviction that those who share your belief cannot help but join your cause. When you reach that crucial 15-18%, the majority will follow not because they've been manipulated, but because they've been inspired by those they already trust. This is how movements are born, how innovations spread, and how the seemingly impossible becomes inevitable.

Chapter 6: Keeping the Why Alive: Success, Splits, and Succession

In 1975, Bill Gates and Paul Allen founded Microsoft with a clear purpose: to put a PC on every desk and in every home, giving ordinary people the tools to achieve their potential. This WHY—democratizing technology—guided Microsoft's growth into a global powerhouse. But something changed after Gates stepped down as CEO in 2000. Though still financially successful, the company lost its inspirational edge. Without Gates's physical presence as the embodiment of Microsoft's purpose, the company gradually shifted from WHY-focused to WHAT-focused, becoming "just a software company" rather than a movement to empower individuals. This pattern—what Sinek calls "the split"—affects virtually all successful organizations. In the early days, a founder's passion infuses everything the company does. The WHY is clear because it literally comes to work every day in the form of that visionary leader. Early employees join not primarily for salary or benefits but because they believe in the cause. As the organization grows, however, success creates a paradox: the founder can no longer make every decision or personally inspire every employee. Systems and processes replace intuition. Rational analysis displaces gut feeling. Gradually, the clarity of WHY fades, and the focus shifts to WHAT—products, metrics, market share. Sam Walton built Walmart on the belief that ordinary people deserve access to affordable goods, and that by serving communities well, the business would prosper. Despite becoming America's richest man, Walton maintained his connection to average Americans—driving a pickup truck, getting haircuts at the local barbershop, and treating employees like family. But when he died in 1992, Walmart lost its WHY. His son's assurance that "no changes are expected in the corporate direction" proved tragically wrong. Without Walton's physical presence, the company gradually transformed from people-centered to profit-centered. Within years, the once-beloved retailer became embroiled in scandals involving worker mistreatment, with communities that once welcomed Walmart now fighting to keep it out. The same story played out at Apple when Steve Jobs was forced out in 1985. Under new CEO John Sculley—a capable executive with an impressive track record at PepsiCo—Apple continued to make computers, but lost its rebellious spirit. Products became "less revolutionary and more evolutionary," as one industry observer noted. Only when Jobs returned in 1997 did Apple rediscover its WHY, leading to a renaissance of innovation. Similarly, Howard Schultz had to return to Starbucks in 2008 after the company lost sight of its original purpose: creating a "third place" between work and home. Under different leadership, Starbucks had replaced ceramic mugs with paper cups to improve efficiency—a seemingly small change that symbolized a deeper shift from experience-centered to product-centered thinking. These patterns reveal a critical challenge: how can organizations maintain their WHY beyond the tenure of their founders? Southwest Airlines offers a compelling example of successful succession. When Howard Putnam took over from Herb Kelleher, he didn't try to reinvent the airline—he embraced its existing cause. During his interview with Kelleher, Putnam noticed a hole in the CEO's sock and immediately felt connected to the company's unpretentious culture. Years later, when journalist asked Putnam why he refused to visit a Starbucks, he bristled: "I'm not paying five dollars for a cup of coffee! And what the heck is a Frappuccino anyway?" His authentic embodiment of Southwest's everyman values allowed him to carry the WHY forward without Kelleher's physical presence. The key to successful succession isn't finding the most qualified executive—it's finding someone who genuinely shares the founder's belief system and wants to advance that cause rather than impose their own vision. As Sinek explains, "Great second or third CEOs don't take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation." This requires founders to articulate their WHY in clear language that others can understand and embrace, creating systems to measure and reinforce purpose alongside profit. Without this intentional transfer of values, even the most successful organizations eventually become hollow versions of their former selves—loud in the marketplace but no longer clear in their message.

Chapter 7: Discovering and Sustaining Your Why

Ben Comen has cerebral palsy, a condition that affects his movement and balance. As a member of his high school cross-country team in Hanna, South Carolina, he's the slowest runner by far. When the starter's gun sounds, the pack quickly pulls ahead while Ben falls behind. He slips on wet grass, falls, gets up, falls again—sometimes bloodying himself in the process—but always continues. What makes Ben remarkable isn't just his perseverance; it's what happens around the 25-minute mark, when everyone else has finished their race. One by one, his teammates and competitors return to run alongside him. By the time Ben crosses the finish line—muddy, exhausted, but triumphant—he has dozens of people running behind him in support. This phenomenon reveals a profound truth about human motivation: when you compete against everyone else, no one wants to help you. But when you compete against yourself, everyone wants to help you. Most organizations approach business as a zero-sum game, constantly measuring themselves against competitors. They obsess over being better than others—better quality, more features, superior service. This competitive mindset creates isolation. In contrast, organizations that measure themselves against their own potential—striving to be better this week than last week, this year than last year—often find unexpected allies in their journey. Simon Sinek discovered this principle through his own experience. After hitting rock bottom in his business, he realized his problem wasn't lack of knowledge or skill—it was losing sight of his WHY. Looking back at his life, he recognized a consistent pattern: he had always been the eternal optimist who inspired others to believe they could achieve their dreams. This insight became his purpose: "To inspire people to do the things that inspire them, so that together, we can change the world." Once he rediscovered this WHY and placed it at the center of everything he did, his professional life transformed. Speaking invitations multiplied, media opportunities emerged, and his message spread—not through manipulation or marketing tactics, but through the natural diffusion that occurs when purpose resonates with others. The process of discovering your WHY isn't about invention—it's about excavation. Like an arrow that must be pulled backward before it can fly forward with power, finding your WHY requires looking in the opposite direction from where you currently stand. It emerges from your life experiences, particularly the formative moments that shaped your worldview. For Apple, this was the rebellious counterculture of 1970s California, where Steve Jobs and Steve Wozniak saw technology as a way to empower individuals against institutional power. Their first collaboration wasn't a computer but a "Blue Box" that hacked the phone system, allowing people to make free long-distance calls—challenging the monopoly of AT&T years before they challenged IBM with personal computers. Once discovered, your WHY must be protected through clarity, discipline, and consistency. Christina Harbridge transformed the notoriously aggressive collections industry by building her company, Bridgeport Financial, around the belief that everyone deserves to be listened to with respect. Rather than incentivizing collectors based on money recovered (which encouraged threatening behavior), she measured success by how many thank-you cards they sent to debtors. This radical approach not only created a more humane workplace but produced remarkable results—collecting 300% more than the industry average while maintaining positive relationships between debtors and creditors. Maintaining your WHY requires vigilance against the forces that naturally pull organizations toward WHAT-centered thinking. As Dwayne Honoré, a construction company owner, discovered, you must find ways to measure values, not just results. Believing in work-life balance, Honoré created a system where employees must clock out by 5:30 p.m. or lose their bonus eligibility. This seemingly counterintuitive policy actually increased productivity by eliminating wasted time and creating the focused energy most people experience only on the day before vacation. The ultimate test of your WHY comes when someone asks, "Who's your competition?" The truly purpose-driven leader responds: "No idea. We're not competing against anyone else—we're competing against ourselves, striving to be better tomorrow than we are today." This shift in perspective transforms not just how organizations operate but how they relate to the world around them. Like Ben Comen, whose personal struggle inspires others to join his cause, organizations with a clear sense of WHY attract supporters who see their success as part of a larger movement toward a better world.

Summary

"People don't buy what you do; they buy why you do it." This deceptively simple insight stands at the heart of Simon Sinek's transformative work. Through compelling stories of visionaries like Martin Luther King Jr., Steve Jobs, and the Wright brothers, Sinek reveals that truly inspiring leaders share a common pattern: they start with WHY. They communicate purpose before product, cause before consequence, belief before behavior. This approach isn't just philosophically appealing—it's biologically wired into our decision-making process, speaking directly to the limbic brain that controls our feelings and actions. The journey toward inspired leadership begins with a crucial self-discovery: uncovering your own WHY. Like Simon Sinek himself, who found his purpose after hitting rock bottom in his business, we must look backward to move forward—examining our life patterns to identify the core beliefs that have always driven us. Once discovered, this WHY becomes the foundation for everything we do, providing clarity in decision-making, authenticity in communication, and resilience through challenges. Whether building a business, leading a team, or simply living with greater purpose, starting with WHY transforms our relationship with work and with others. We move from manipulating behavior through carrots and sticks to inspiring action through shared belief. We shift from competing against others to competing against ourselves, attracting allies rather than creating adversaries. Most importantly, we discover that leadership isn't about power or authority—it's about creating a world where people choose to follow not because they have to, but because they want to. In this vision of leadership, success is measured not by what we achieve for ourselves, but by how many others we inspire to achieve their own greatness.

About Author

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Simon Sinek

Simon Sinek is an optimist. He believes in a bright future and our ability to build it together. Described as “a visionary thinker with a rare intellect,” Sinek teaches leaders and organizations how to inspire people. With a bold goal to help build a world in which the vast majority of people go home everyday feeling fulfilled by their work, Sinek is leading a movement to inspire people to do the things that inspire them. Sinek’s unconventional and innovative views on business and leadership have attracted international attention and have earned him invitations to meet with an array of leaders and organizations, including: Microsoft, MARS, SAP, Intel, 3M, the United States Military, members of the United States Congress, multiple government agencies and entrepreneurs. Sinek has also had the honor of presenting his ideas to the Ambassadors of Bahrain and Iraq, at the United Nations and to the senior leadership of the United States Air Force. Sinek is an adjunct staff member of the RAND Corporation, one of the most highly regarded think tanks in the world. He is also active in the arts and not-for-profit world, working with Education for Employment Foundation to help create opportunities for young men and women in the Middle East region. When not in hotels, he lives in New York, where he teaches graduate level strategic communications at Columbia University.

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