Shifting Sands - How Unexpected Events Reshape Our Morality (A lesson in Psychology)

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Chapter 4 from the book "Maps of Meanings" by Jordan B Peterson.

A recent poll revealed that 45% of Americans now support physician-assisted suicide, a stance considered morally unacceptable by many just a generation ago. Are our morals truly shifting, or just adapting to a new world? We often assume our morals are fixed, unshakeable truths. But what happens when reality throws us a curveball? What happens when the rules we live by are challenged by the unexpected, the unfamiliar, the downright weird? This blog post explores how anomalies – those strange occurrences, foreign encounters, and revolutionary ideas – force us to confront and often redefine our moral compass, ultimately leading to more adaptable and inclusive ethical frameworks.

Imagine our moral systems as meticulously constructed houses, passed down through generations. They're built on a foundation of shared presuppositions, assumptions so ingrained we barely even notice them. These presuppositions are woven into our actions, our stories, our very way of being. They create an "integrated morality," where our actions, imagination, and thoughts align, offering a sense of predictability, stability, and emotional control. But what happens when we need to renovate this house to face a changing climate?

The Anomaly Arrives, Cracks Appear:

An anomaly, in any form, shatters this carefully constructed reality. While anomalies can take many forms, this post will focus on two particularly potent sources of moral upheaval: Contact with Foreign Cultures and Revolutionary Ideas. These anomalies are disruptive because they expose the cracks in our moral foundation, revealing the often-unspoken assumptions that underpin our entire system.

The Threat of Abstraction: Words as Double-Edged Swords:

Interestingly, our very ability to think abstractly, a cornerstone of human intelligence, can also contribute to moral instability. While language and complex thought allow us to communicate and develop, they also make our moral codes more vulnerable. Encapsulating morality in words allows for scrutiny, debate, and ultimately, modification. However, abstraction also allows us to formulate universal principles, such as the Golden Rule, that can be applied across diverse cultures and situations.

The abstract concept of "free speech" is often invoked to protect hate speech, raising complex moral questions about the limits of freedom and the potential harm caused by certain expressions. This can be unsettling, as it challenges deeply ingrained social identities and emotional connections that are often unconscious.

Culture as a Paradigm: Axioms and Challenges:

Culture, much like science, operates within a paradigm, a set of accepted axioms that are often taken on faith. These axioms are resistant to change, but once they are made explicit, they become vulnerable to challenge. Consider the traditional family structure. For centuries, it was largely unquestioned. But once feminist ideas challenged the patriarchal assumptions underlying that structure, it opened the door to new forms of family and relationships.

So, if anomalies shatter our comfortable reality, and abstraction allows us to question our moral codes, what happens when we also confront unfamiliar cultures?

Contact with Foreign Cultures: A Clash of Values

Contact with foreign cultures presents a unique set of moral challenges. When different societies, each with its own deeply ingrained values and beliefs, come into contact, conflict is almost inevitable. Each culture has evolved to protect its members from the unknown, to structure social relationships, and to provide a sense of meaning and purpose. But what happens when these systems clash?

The European colonization of the Americas provides a stark example. The encounter between European settlers and indigenous populations led to devastating moral conflicts over land ownership, religious beliefs, and the treatment of native peoples. The Europeans, operating within their own cultural paradigm, often failed to recognize the validity of indigenous perspectives, leading to widespread injustice and violence.

I remember reading about the debates surrounding the "Doctrine of Discovery," which provided a legal and religious justification for European colonization. It was shocking to see how deeply ingrained the belief in European superiority was, and how it was used to justify the dispossession and subjugation of entire populations. I realized how easily seemingly 'objective' legal and religious frameworks can be used to rationalize horrific acts, forcing me to question the foundations of societal power structures. It made me reflect on how my own upbringing had subtly instilled certain biases that I needed to actively unlearn.

Today, the challenges of cultural contact continue to manifest in various forms. The ongoing debate surrounding immigration raises complex questions about cultural integration, national identity, and the rights of both immigrants and native-born citizens. We see similar tensions play out in discussions about cultural appropriation, where the use of elements of a minority culture by members of the dominant culture can be seen as disrespectful or exploitative, raising complex questions about power imbalances and the commodification of cultural heritage. While some argue that cultural exchange is a positive force for understanding and appreciation, it's crucial to acknowledge the power imbalances that can lead to the exploitation and misrepresentation of marginalized cultures. The commodification of Native American headdresses as fashion accessories, for instance, can be deeply offensive because these items hold sacred and spiritual significance within their culture. Is it about power imbalances? Commodification? Loss of cultural significance? These ethical questions force us to examine our own cultural biases and assumptions.

Revolutionary Ideas: Challenging the Status Quo

But cultural clashes aren't the only source of moral earthquakes. Sometimes, the most profound challenges come from within, in the form of revolutionary ideas that shake the foundations of our beliefs.

The concept of universal human rights provides a powerful example. The Universal Declaration of Human Rights, adopted by the United Nations in 1948, challenged the traditional notion of state sovereignty and the right of nations to treat their citizens as they saw fit. It asserted that all human beings are born free and equal in dignity and rights, regardless of their nationality, ethnicity, religion, or any other status. For example, Article 1 stated that all humans are born free and equal, challenging the then-common practice of slavery and other forms of discrimination.

This idea, while seemingly self-evident today, was revolutionary at the time. It challenged deeply ingrained social hierarchies and power structures, and it has served as a catalyst for countless struggles for equality and justice around the world.

I'm constantly amazed by the power of ideas to transform societies. Think about the impact of the Civil Rights Movement in the United States, or the anti-apartheid movement in South Africa. These movements, fueled by revolutionary ideas about equality and justice, challenged deeply entrenched systems of oppression and ultimately led to profound social change.

Even today, we see revolutionary ideas challenging the status quo. The rise of veganism, for example, challenges traditional views on animal welfare and raises fundamental questions about our relationship with the natural world. The moral arguments driving veganism often center on animal rights, the ethical implications of factory farming, and the environmental impact of meat consumption.

The Ever-Expanding Self: Mortality and Meaning

Ultimately, our ever-expanding capacity for abstraction leads to self-reference and an awareness of mortality. This awareness can make us risk-averse, clinging to familiar moral frameworks for comfort in the face of uncertainty. However, it can also push us to seek new meanings and ethical frameworks that better address the complexities of a world where death is an ever-present reality. This heightened consciousness motivates us to seek meaning and understanding.

Renovating Our Moral House: A Call to Moral Courage

Anomalies are not just threats; they are opportunities for growth and renewal. The ability to adapt to these challenges, even when it requires questioning our most deeply held beliefs and renovating our moral house, is crucial for individual and societal progress. This requires moral courage – the willingness to act on one's values, even in the face of fear, opposition, and potential personal sacrifice. Think of whistleblowers who risk their careers to expose wrongdoing; they demonstrate moral courage.

So, the next time the world feels like it's turning upside down, remember that it might just be the catalyst for a better, more evolved version of ourselves. Embrace the anomaly, and you might just find a new path forward.

What anomalies are you grappling with? Consider writing down three ways your perspective has changed in the last few years. How have those changes affected your moral framework? Share your experiences in the comments below, and consider sharing your reflections on social media using the hashtag #MoralShiftingSands, and other popular hashtags related to morality, ethics, and social change like #Ethics #SocialChange #Morality. Use tools like RiteTag or Hashtagify to identify trending and relevant hashtags.

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If You Follow Your WHY, Then Others Will Follow You (End Note)

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"BANG!" The gun fires and the race is on. The runners take off across the field. It rained the day before and the ground is still damp. The temperature is cool. It is a perfect day for running. The, line of runners quickly forms a pack. Like a school of fish they come together as one. They move as one. The pack sets a pace to maximize their energy for the whole race. As with any race, in a short period of time the stronger ones will start to pull ahead and the weaker ones will start to fall behind. But not Ben Comen. Ben was left behind as soon as the starter gun sounded. Ben's not the fastest runner on the team. In fact, he's the slowest. He has never won a single race the entire time he's been on the Hanna High School cross-country track team. Ben, you see, has cerebral palsy.
Cerebral palsy, a condition often caused by complications at.
birth, affects someone's movement and balance. The physical prob- lems endure for a lifetime. Misshapen spines create a twisted pos- ture. Muscles are often withered and motor reflexes slow. Tightness in the muscles and joints also affect balance. Those with CP often have an unsteady gait, their knees knock and their feet drag. To an outsider, they may seem clumsy. Or even broken.

The pack pulls farther and farther ahead while Ben falls farther and farther behind. He slips on the wet grass and falls forward into the soft earth. He slowly picks himself up and keeps going. Down he goes again. This time it hurts. He gets back up and keeps run- ning. Ben won't quit. The pack is now out of sight and Ben is running alone. It is quiet. He can hear his own labored breathing.
He feels lonely. He trips over his own feet again, and down he goes yet another time. No matter his mental strength, there is no hiding the pain and frustration on his face. He grimaces as he uses all his energy to pull himself back to his feet to continue running. For Ben, this is part of the routine. Everyone else finishes the race in about twenty-five minutes. It usually takes Ben more than forty- five minutes.
When Ben eventually crosses the finish line he is in pain and he is exhausted. It took every ounce of strength he had to make it. His body is bruised and bloodied. He is covered in mud. Ben inspires us, indeed. But this is not a story of "when the going gets tough, the tough get going." This is not a story of "when you fall down, pick yourself up." Those are great lessons to learn, without a doubt, but we don't need Ben Comen to teach us those lessons. There are dozens of others we can look to for that, like an Olympic athlete, for example, who suffered an injury just months before the games only to come back to win a medal. Ben's lesson is deeper.
Something amazing happens after about twenty-five minutes.
When everybody else is done with their race, everyone comes back to run with Ben. Ben is the only runner who, when he falls, someone else will help pick him up. Ben is the only runner who, when he finishes, has a hundred people running behind him.
What Ben teaches us is special. When you compete against everyone else, no one wants to help you. But when you compete against yourself, everyone wants to help you. Olympic athletes don't help each other. They're competitors. Ben starts every race with a very clear sense of WHY he's running. He's not there to beat anyone but himself. Ben never loses sight of that. His sense of WHY he's running gives him the strength to keep going. To keep pushing. To keep getting up. To keep going. And to do it again and again and again. And every day he runs, the only time Ben sets out to beat is his own.

Now think about how we do business. We're always competing against someone else. We're always trying to be better than someone else. Better quality. More features. Better service. We're always comparing ourselves to others. And no one wants to help us. What if we showed up to work every day simply to be better than our- selves? What if the goal was to do better work this week than we did the week before? To make this month better than last month? For no other reason than because we want to leave the organization in a better state than we found it? All organizations start with WHY, but only the great ones keep their WHY clear year after year. Those who forget WHY they were founded show up to the race every day to outdo someone else in- stead of to outdo themselves. The pursuit, for those who lose sight of WHY they are running the race, is for the medal or to beat some- one else.

What if the next time when someone asks, "Who's your com- petition?" we replied, "No idea." What if the next time someone pushes, "Well, what makes you better than your competition?" we replied, "We're not better than them in all cases." And what if the next time someone asks, "Well why should I do business with you then?" we answer with confidence, "Because the work we're doing now is better than the work we were doing six months ago. And the work we'll be doing six months from now will be better than the work we're doing today. Because we wake up every day with a sense of WHY we come to work. We come to work to inspire people to do the things that inspire them. Are we better than our competition? If you believe what we believe and you believe that the things we do can help you, then we're better. If you don't believe what we believe and you don't believe the things we can do will help you, then we're not better. Our goal is to find customers who believe what we believe and work together so that we can all succeed. We're looking for people to stand shoulder-to-shoulder with us in pursuit of the same goal. We're not interested in sitting across a table from each other in pursuit of a sweeter deal. And here are the things we're doing to advance our cause ..." And then the details of HOW and WHAT you do follow. But this time, it started with WHY.

Imagine if every organization started with WHY. Decisions would be simpler. Loyalties would be greater. Trust would be a common currency. If our leaders were diligent about starting with WHY, optimism would reign and innovation would thrive. As this book illustrates, there is precedence for this standard. No matter the size of the organization, no matter the industry, no matter the product or the service, if we all take some responsibility to start with WHY and inspire others to do the same, then, together, we can change the world.
And that's pretty inspiring.

Lessons from Apple's '1984' ad and Simon Sinek's 'Why' (Ch 9-13)

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Introduction

Remember those beige computer boxes? The soul-crushing conformity? Apple's "1984" ad wasn't selling technology; it was detonating a revolution. It wasn't about what they made; it was about why they made it. It tapped into a primal human desire for freedom and individuality. The commercial is as relevant today as it was forty years ago when it first aired. And that's because a WHY never changes. WHAT you do can change with the times, but WHY you do it never does.

But here's the question: can that magic be bottled? Can your brand ignite that same spark? This post is for entrepreneurs, marketers, and anyone looking to build a brand that truly resonates. In this post, we'll dissect Apple's iconic ad through the lens of Simon Sinek's "Start With Why," revealing the actionable blueprint for building a brand that doesn't just sell – it inspires a movement. By the end of this post, you'll have a clear understanding of how to apply the principles of 'Start With Why' to your own brand and create a powerful connection with your audience. And trust me, the ROI of inspiration is higher than you think - just ask Apple!

I remember being a young designer, wrestling with a particularly frustrating project in the early 2000s. The software I was forced to use was clunky, unintuitive, and seemed designed to stifle creativity rather than unleash it. It felt like I was fighting the tools instead of focusing on the art. Then, I saw an Apple ad highlighting their commitment to intuitive design and empowering creativity. It wasn't just about processing power; it was about human potential. That feeling of connection – of being understood and empowered – transformed me from a potential customer into a loyal advocate.

The "1984" Commercial: A Revolution in 60 Seconds

Chapter 9 of "Start With Why" starts with Apple's "1984" commercial. If you haven't seen it (or haven't seen it recently), take a minute to watch it.

The commercial depicts a bleak, Orwellian future, a sea of grey conformity. A lone athlete, clad in vibrant red shorts, hurls a hammer at a giant screen displaying a Big Brother figure. This wasn't just advertising; it was a declaration of war against the status quo. Apple promised that "1984 won't be like 1984".

• Symbolism Breakdown: The commercial is rich with symbolism.
  • Big Brother: Represents established power, conformity, and the stifling of individuality.
  • The Athlete: Embodies the rebel spirit, the individual who dares to challenge the norm.
  • The Hammer: Symbolizes the disruptive force of innovation and the shattering of old paradigms.
  • Context: In 1984, IBM dominated the computer market. Apple positioned itself as the underdog, the champion of the individual against the corporate giant. As Apple tells us to "Think Different," they are not just describing themselves. The ads showed pictures of Pablo Picasso, Martha Graham, Jim Henson, Alfred Hitchcock, to name a few, with the line "Think Different" on the upper right hand side of the page. Apple does not embody the rebel spirit because they associated themselves with known rebels. They chose known rebels because they embody the same rebel spirit. The WHY came before the creative solution in the advertising.

"Do you want to sell sugar water for the rest of your life, or do you want a chance to change the world?" - Steve Jobs to John Sculley

This bold question encapsulates the core of Apple's 'WHY' and their unwavering commitment to innovation. Apple didn't just dip a toe in the water; they cannonballed in, daring to challenge the status quo. Because Apple was betting everything. It was a massive risk, polarizing audiences and potentially alienating IBM's corporate customers. The initial reactions were mixed, some even calling it a disaster. As one critic at the time said, "It's pretentious, self-indulgent, and will be remembered as one of the biggest advertising bombs of all time." Apple wasn't playing it safe; it was throwing down the gauntlet. This courage, this willingness to stand for something bigger than the product, is what resonated so deeply.

Apple wasn't just selling computers; they were selling a revolution. They were tapping into a deep-seated desire for freedom, creativity, and the power to "Think Different." This core belief, this "WHY," has been the driving force behind Apple's success for decades.

The Golden Circle: From "WHAT" to "WHY"

Sinek emphasizes that your "WHAT" – your products, services, marketing – ultimately communicates your "WHY" to the world. If your actions don't align with your core belief, you'll struggle to inspire others. It's like a band that claims to be punk rock but plays elevator music. The disconnect is glaring, and trust erodes.

• Example: Patagonia. Patagonia's "WHY" is environmentalism. Their "WHAT" includes:
  • Donating 1% of sales to environmental causes.
  • Using recycled materials.
  • Encouraging customers to repair, not replace, their products.
  • Patagonia's "Don't Buy This Jacket" campaign, which ran on Black Friday, directly challenged consumerism and reinforced their commitment to environmental sustainability. Patagonia communicates this through their "Worn Wear" program, where they encourage customers to repair their clothing and offer repair services. This is a concrete example of their environmentalism in action.

Specifically, Patagonia communicates this through their "Worn Wear" program, where they encourage customers to repair their clothing and offer repair services. This is a concrete example of their environmentalism in action.

So, how can you discover your own 'WHY'? Here's a practical exercise to get you started:

• Actionable Advice: Discovering Your "WHY". Stop thinking and start feeling. Use the "5-Minute WHY" exercise: answer these questions as quickly as possible, trusting your gut:

  • Step 1: Reflect on Your Origins: Think back to the founding story of your company. What problem were you really trying to solve? What deeply held belief drove you to take the leap?
  • Step 2: Identify Your Core Values: What principles are absolutely non-negotiable? What do you stand for, even when it's difficult or unpopular?
  • Step 3: Connect with Your Passion: What problem in the world keeps you up at night, knowing you have to be part of the solution?
  • Step 4: Articulate Your Vision: What does the world look like when you're successful? What positive change do you want to create?

Unlock Your Brand's Purpose: Download the '5-Minute WHY' Template. [Link to Downloadable Template]

The Leader as Embodiment: Walking the "WHY" Talk

As a company grows, the leader's role evolves. They transition from being primarily a "doer" to embodying and communicating the "WHY." They become the living, breathing symbol of the company's beliefs. In the chapter of the book, it states, "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."

• Example: Elon Musk (Tesla/SpaceX). Musk's "WHY" is to accelerate the world's transition to sustainable energy and to make humanity a multi-planetary species. His actions (building electric cars, launching rockets) are a direct reflection of this "WHY."

• The Cost of Inauthenticity: When a leader doesn't embody the "WHY," it creates a disconnect that can damage the company's reputation and erode trust. Consider WeWork. Their stated "WHY" was to create a community and revolutionize office space. However, Adam Neumann's extravagant lifestyle – complete with private jets, lavish parties, and questionable real estate deals – directly contradicted this community-focused messaging. He was living a life of excess while preaching about shared community, creating a jarring disconnect. Furthermore, the company's inflated valuations and unsustainable business model revealed a profit-driven reality that clashed with the stated mission. This inauthenticity ultimately led to a massive downfall, a stark reminder that actions speak louder than words. Consider WeWork. Their stated "WHY" was to create a community and revolutionize office space. However, Adam Neumann's extravagant lifestyle and questionable financial practices directly contradicted this, leading to a massive downfall. This is a cautionary tale of inauthenticity. Enron provides another cautionary tale. While outwardly promoting innovation and shareholder value, Enron's leaders engaged in widespread accounting fraud, prioritizing personal enrichment over ethical conduct. These examples highlight the devastating consequences of a leader's actions contradicting the company's proclaimed "WHY."

Maintaining authenticity is incredibly challenging, especially as a company scales and faces pressure to maximize profits. The temptation to compromise on core values can be immense. Leaders face constant pressure from investors, boards, and even their own teams to prioritize short-term gains over long-term principles. It requires unwavering commitment and a willingness to make difficult decisions, even when they impact the bottom line. Staying true to your "WHY" is not always easy, but it's essential for building a sustainable and inspiring brand.

Maintaining authenticity is incredibly challenging, especially as a company scales and faces pressure to maximize profits. The temptation to compromise on core values can be immense.

The Biology of Belief: Why "WHY" is Hard to Grasp

The "WHY" resides in the limbic brain, the part of our brain responsible for feelings and emotions, but not language. This explains why many organizations struggle to articulate their "WHY" clearly. It's the difference between knowing why you love someone and explaining it. The leader sitting at the top of the organization is the inspiration, the symbol of the reason we do what we do. They represent the emotional limbic brain. WHAT the company says and does represents the rational thought and language of the neocortex. Just as it is hard for people to speak their feelings, like someone trying to explain why they love their spouse, it is equally hard for an organization to explain its WHY. In the book, Sinek states, "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." Mirror neurons further contribute to this emotional connection, allowing us to feel what a brand represents.

Try the "Five Whys" technique: Ask "Why?" five times to drill down to the root cause or underlying belief.

• Problem: "Our sales are declining."
  • Why 1: "Because our marketing isn't effective."
  • Why 2: "Because our messaging isn't resonating with our target audience."
  • Why 3: "Because we're focusing on features, not benefits."
  • Why 4: "Because we haven't clearly defined our 'WHY.'"
  • Why 5: "Because we're afraid to be vulnerable and authentic."

Beyond the Logo: The Power of Visual Storytelling

Think about Harley-Davidson. Their logo isn't just a logo; it's a symbol of freedom, rebellion, and the open road. Harley-Davidson organizes rallies and events that bring together riders from all over the world, fostering a sense of belonging and shared identity.

• The Harley-Davidson Community: Harley-Davidson has cultivated a strong sense of community around shared values. Their "WHY" (freedom, rebellion) resonates with their customers and creates a loyal following.
• Tapping Into Archetypes: Archetypes are universal, symbolic patterns of behavior and motivation that resonate deeply with the human psyche. Identifying your brand's core archetype can provide a powerful framework for shaping your messaging and visuals. In order to identify the archetype, you can reference Carol Pearson’s “The Hero and the Outlaw.” * The Innocent: This archetype seeks safety, simplicity, and happiness. Brands like Dove often align with this archetype. The Innocent resonates with our desire for safety and simplicity. * The Explorer: Driven by a desire for freedom and discovery, this archetype is embodied by brands like Jeep. The Explorer resonates with our desire for freedom and discovery. * The Ruler: This archetype values control, stability, and order, often associated with luxury brands like Mercedes-Benz. The Ruler resonates with our desire for control and stability. * The Caregiver: This archetype is compassionate, nurturing, and focused on serving others, often represented by brands like Johnson & Johnson. The Caregiver resonates with our desire for compassion and nurturing.

Once you've identified your brand's archetype, ensure that all your messaging, visuals, and brand experiences consistently reflect that archetype. Consistency is key to building a strong and recognizable brand identity. * Developing Powerful Symbols: * Instead of asking questions, use the Archetype framework: Identify the core archetype that resonates with your brand's 'WHY' (e.g., the Hero, the Rebel, the Caregiver). Then, choose imagery and metaphors that align with that archetype.

Instead of asking questions, use the Archetype framework: Identify the core archetype that resonates with your brand's 'WHY' (e.g., the Hero, the Rebel, the Caregiver). Then, choose imagery and metaphors that align with that archetype. For example, Dove uses imagery of real women, not airbrushed models, and focuses on messages of self-acceptance to align with the Caregiver's values.

• Nike (The Hero): "The swoosh is a symbol of movement, victory, and overcoming obstacles. Their slogan, 'Just Do It,' embodies the Hero's call to action."
• Dove (The Caregiver): "The soft imagery, the emphasis on real women, and the focus on self-esteem all align with the Caregiver's desire to nurture and protect."
• Apple (The Rebel): "The bitten apple is a symbol of knowledge, rebellion, and challenging the status quo. Their 'Think Different' campaign directly appealed to the Rebel archetype."

Decoding Your Audience: Listening for the Unspoken "WHY"

Effective communication isn't just about shouting your message; it's about creating a message that resonates with your audience.

• Listening Techniques:
  • Social Media Monitoring: Track brand mentions and sentiment.
  • Customer Surveys and Feedback Forms: Gather direct feedback.
  • Focus Groups: Conduct in-depth discussions.
  • Analyzing Customer Data: Identify patterns and trends.
  • Analyze the language your customers use. Are they talking about features, or are they expressing emotions? What problems are they really trying to solve? If customers consistently use words like 'empowering' or 'transformative' when describing your product, it suggests that your 'WHY' might be related to helping people achieve their full potential. Listening isn't just about adapting your message; it's about refining your understanding of your audience's "WHY." How can your "WHY" align with their deepest needs and desires?

Connect back to the "WHY": Listening isn't just about adapting your message; it's about refining your understanding of your audience's "WHY." How can your "WHY" align with their deepest needs and desires?

Addressing the Critics: A Balanced Perspective

While "Start With Why" offers a compelling framework, it's important to acknowledge its limitations. Some critics argue that it's overly simplistic, suggesting that a clear "WHY" is a guaranteed path to success, ignoring the importance of execution, market conditions, and other factors. Others contend that defining and articulating a "WHY" can be a difficult and time-consuming process, particularly for established organizations with complex structures. Furthermore, some argue that Sinek's emphasis on inspiration can overshadow the importance of practical considerations, such as profitability and efficiency. It's crucial to recognize that "Start With Why" is not a magic bullet, but rather a valuable tool for guiding strategic decision-making and fostering a strong sense of purpose. A clear "WHY" must be complemented by effective execution, adaptability, and a deep understanding of the market.

Conclusion: Find Your "WHY" and Inspire a Movement

Last chapters of "Start With Why" are a powerful reminder that a clear and consistent "WHY" is the foundation for inspiring loyalty and driving an organization's success. Apple's "1984" commercial is a testament to the power of purpose-driven marketing.

Your brand's "WHY" isn't just a marketing slogan; it's the soul of your company. Find it, live it, and let it ignite a movement. Your 'WHY' is the compass that guides your decisions, the fuel that ignites your passion, and the legacy you leave behind. Embrace it, and you'll not only build a successful brand but also create a meaningful impact on the world. People don't buy what you do; they buy why you do it." - Simon Sinek

• Key Takeaways:
  • Your "WHAT" must reflect your "WHY."
  • Leaders must embody the "WHY."
  • Symbols communicate intangible values.
  • Listening is essential for resonating with your audience.

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How to rally those who believe (Ch 8 from the book 'Start With Why')

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Beyond Energy: Building Charisma Through Purpose (and Discovering Your Why)

We've all seen leaders command attention with raw energy, delivering electrifying speeches and igniting enthusiasm. Steve Ballmer's legendary Microsoft rallies – a whirlwind of excitement – come to mind. But how often does that initial spark translate into lasting loyalty and tangible results? Too often, the flame sputters, leaving only fleeting memories. Microsoft's enduring success stemmed more from Bill Gates's clear vision – to empower individuals through technology – than ephemeral exuberance. Consider, too, Jacinda Ardern, whose compassionate leadership during crises inspired global admiration and fostered a sense of unity within New Zealand.

Today's employees and customers demand authenticity; energy alone isn't enough. Energy excites, but charisma inspires. Charisma, fueled by a deeply held "WHY," is the bedrock of truly powerful and sustainable leadership.

Charisma arises from profound conviction in a purpose transcending self-interest – an unwavering belief in a "WHY." It inspires dedication, motivates action, and generates lasting impact. Energy, while valuable, is transient and easily replicated. Motivational speakers electrify crowds, but their words often vanish quickly. As Simon Sinek argues in Start With Why, people don't buy what you do; they buy why you do it.

Neil Armstrong wasn't merely motivated to be an astronaut; his childhood dream to fly, fueled by wonder and a desire to expand human achievement, propelled him. His "WHY" drove him to accept unimaginable risks. Consider a teacher committed to transforming students' lives despite low pay and challenges. Perhaps their "WHY" is a belief in education's transformative power, sustaining them through difficult days. A powerful "WHY" transcends job title or industry; it's the engine driving passion and resilience. Even Jeff Sumpter, a banker, despite not having a passion for banking, is driven by his "WHY" for doing it.

The Cone of Leadership: Visualizing the Organizational Structure

Let's visualize Sinek's Golden Circle (WHY, HOW, WHAT) in three dimensions as a cone, representing organizational structure.

At the apex, representing the "WHY," sits the leader, the visionary, the keeper of the organization's purpose. They articulate the reason for existence, the impact the organization seeks to make. The "HOW" level encompasses senior executives and infrastructure builders, inspired by the leader's vision and responsible for bringing it to life. They translate the "WHY" into actionable strategies and processes. At the base, the "WHAT" level represents the employees and tangible actions – the products, services, and day-to-day operations. This is where the vision becomes reality. Essentially, the "WHY" dictates the "HOW" and the "WHAT."

Imagine a non-profit dedicated to providing clean water in developing countries. The leader's "WHY" might be a deep-seated belief that everyone deserves access to this basic human right. The "HOW" team would develop sustainable water purification systems and build partnerships with local communities. The "WHAT" team would then implement these systems, train local personnel, and monitor water quality. Clear communication is crucial within the cone, from the top to the bottom and back again.

Potential Pitfalls of the Cone Model:

What happens if the "WHY" isn't effectively communicated down the cone? What if the "WHAT" team feels disconnected from the overall purpose, leading to disengagement and decreased productivity? Consistent communication, transparent decision-making, and opportunities for team members to connect with the "WHY" on a personal level are key. If the "WHY" is merely lip service, the cone becomes a hollow structure. A disconnect between the stated "WHY" and the lived reality can breed cynicism and erode trust.

The Power of the WHY-HOW Partnership: From Vision to Reality

Great achievements require a powerful partnership between those who know why (the visionaries) and those who know how (the implementers). Look at Walt and Roy Disney. Walt was the dreamer, the creative genius with a passion for animation and storytelling. Roy, on the other hand, was the pragmatic business mind who built the financial and operational infrastructure that allowed Walt's vision to flourish. Without Roy's ability to turn Walt's dream into a sustainable business, Disney might have remained a small studio. Similarly, Bill Gates had the vision of a PC on every desk, but it was Paul Allen who built the company. Consider a startup where the visionary founder has brilliant ideas but lacks the operational expertise to execute them. Without a strong "HOW" partner, the company might struggle to scale and ultimately fail.

Vision vs. Mission: Defining Your Purpose with Clarity

The vision statement articulates why a company exists – the founder's intent, the driving purpose, the future they want to create. The mission statement describes how the company intends to create that future – the guiding principles, the specific strategies, the concrete steps they will take.

Consider Charity: Water. Their vision is a world where everyone has access to clean and safe drinking water. Their mission is to bring clean and safe drinking water to people in developing countries, using transparent fundraising models and sustainable solutions. The mission provides concrete steps towards achieving the broader vision. A clear vision inspires, while a clear mission provides direction.

The Role of Values: Anchoring Your "WHY" in Principles

Your "WHY" isn't just a statement of purpose; it's a reflection of your core values. These values guide your decisions, shape your culture, and define your brand. A company whose "WHY" is to empower individuals through technology might value innovation, accessibility, and user-centric design. These values would then inform every aspect of their business, from product development to customer service.

Consider Patagonia. Their "WHY" is deeply rooted in environmentalism. This value is reflected in their commitment to sustainable manufacturing practices, their advocacy for environmental protection, and their willingness to donate a percentage of their profits to environmental causes. Their values aren't just words on a wall; they are the guiding principles that drive their actions.

I once worked for a small startup that claimed to value "radical transparency." However, when a critical project fell behind schedule due to management missteps, the leadership team actively suppressed information and avoided open communication with the rest of the team. The disconnect between their stated values and their actual behavior created cynicism, distrust, and ultimately, a mass exodus of talented employees. This experience taught me that values are only meaningful when they are consistently lived and embodied by leadership.

Amplifying Your "WHY": The Megaphone Analogy

A clear "WHY" is essential, but it needs to be heard. The cone – your organization – acts as a megaphone, amplifying that message to a wider audience. But if the message is muddled, the megaphone will only amplify the confusion. Clarity must come first. A powerful "WHY" must be communicated effectively and consistently to resonate with employees, customers, and stakeholders alike. Use storytelling, visual branding, and consistent messaging to reinforce your purpose.

Living the "WHY": Consistency and Accountability

A clear sense of "WHY" sets expectations and requires a higher standard of accountability. You can't just talk the talk; you have to walk the walk. This consistency is what builds trust and fosters long-term loyalty. If a company's "WHY" is to provide exceptional customer service, every employee, from the CEO to the front-line staff, must be empowered and trained to deliver on that promise. Actions must align with stated purpose.

Loyalty and Sustainability

Companies like Virgin and Apple repeat their success because of their loyal followings who are connected to their "WHY." This loyal following is built through consistent demonstration of their "WHY". People aren't just buying products; they're buying into a belief system, a vision of the future. They believe in the brand's purpose and see themselves as part of something bigger. This creates a powerful emotional connection that transcends mere transactions. Apple's loyal customers aren't just buying iPhones; they're buying into Apple's "WHY" - a belief in challenging the status quo and empowering individuals through innovative technology.

Ron Bruder: A "WHY" That Transforms Industries (A Story of Purposeful Impact)

Ron Bruder exemplifies the power of a purpose-driven "WHY." He consistently applies his belief – that showing alternative routes are possible can transform lives – to revolutionize multiple industries. In the 1980s, he transformed the travel industry by computerizing Greenwell Travel, demonstrating that technology could empower travel agents and improve customer service. Later, he founded Brookhill, a pioneer in brownfield redevelopment, cleaning up environmentally contaminated properties and turning them into valuable assets, proving that environmental responsibility and economic development could go hand-in-hand.

Today, he's working towards world peace through the Education for Employment (EFE) Foundation, an organization that provides young people in the Middle East and North Africa with the skills and opportunities they need to build better lives. EFE has helped over 200,000 young people gain employment, boosting the region's economy and empowering them to become active members of their communities and build a more prosperous future. Bruder's "WHY" – empowering individuals to create their own opportunities – is the driving force behind his diverse and impactful career.

Movements are Personal: Belonging and Connection

Lasting change happens when people personally connect with the "WHY" and feel like they belong to something bigger than themselves. It's about creating a movement, not just a business. Share stories that illustrate your "WHY" in action. Create opportunities for employees and customers to connect with your purpose on a personal level. Foster a sense of community and shared values. Zappos, for example, fosters a strong sense of community by encouraging employees to be themselves and empowering them to make decisions that align with the company's "WHY" of delivering happiness.

The Dark Side of "WHY": Ethical Considerations

While a strong "WHY" can be a powerful force for good, it's important to acknowledge the potential for misuse. A compelling purpose can be used to manipulate people, justify unethical behavior, or create a cult-like following.

• Enron: Enron had a "WHY" centered around innovation and pushing boundaries, but this was twisted to justify fraudulent accounting practices that ultimately destroyed the company. Their "WHY" became a smokescreen for greed and unethical behavior.
• Volkswagen: Volkswagen's "WHY" could be seen as providing accessible and reliable transportation. However, they intentionally deceived regulators and customers by installing "defeat devices" in their diesel vehicles to cheat emissions tests. Their pursuit of market share and profitability led them to compromise their integrity and betray the trust of their stakeholders.
• Aggressive Growth at All Costs: A company whose "WHY" is to "disrupt" an industry can lead to unethical practices if the company prioritizes growth and market dominance above all else. This might involve predatory pricing, exploiting workers, or cutting corners on safety.

History is filled with examples of leaders who used their "WHY" to justify horrific acts. A powerful "WHY" can be used to bypass critical thinking and manipulate followers through techniques like:

• Groupthink: A compelling "WHY" can create a strong sense of in-group loyalty, leading individuals to suppress dissenting opinions and conform to the dominant viewpoint, even if it's unethical.
• Confirmation Bias: People are naturally inclined to seek out information that confirms their existing beliefs. A charismatic leader can exploit this bias by selectively presenting information that supports their "WHY" and ignoring evidence to the contrary.

Practical Safeguards:

• Regular Ethics Audits: Conduct regular audits of your organization's practices to ensure they align with your stated values and ethical principles.
• Diverse Perspectives in Decision-Making: Create a culture where diverse perspectives are valued and encouraged. Seek out input from individuals with different backgrounds, experiences, and viewpoints.
• Whistleblower Protection: Implement robust whistleblower protection policies to encourage employees to report unethical behavior without fear of retaliation.
• Independent Oversight: Establish an independent board or committee to oversee ethical conduct and ensure accountability.

It's crucial to ensure that your "WHY" is aligned with strong ethical principles and that you are transparent about your intentions. Critical self-reflection is essential to ensure your "WHY" remains grounded in ethics and integrity. A "WHY" without ethical grounding is a dangerous weapon.

Limitations of the "Start With Why" Model: A Critical Perspective

While Sinek's "Start With Why" framework provides valuable insights into leadership and purpose, it's not without its critics. Some argue that the model is overly simplistic and doesn't account for the complexities of organizational dynamics.

• The "WHAT" Can Drive the "WHY": A strong "WHAT" – a compelling product or service – can sometimes drive the development of a "WHY," rather than the other way around. Consider a small, local bakery that initially focused solely on creating delicious bread ("WHAT"). Over time, they might realize that their "WHY" is to bring joy and connection to their community through food.
• Evolving "WHYs": An organization's "WHY" can evolve over time as the business landscape changes. A company that initially focused on providing affordable technology might later shift its "WHY" to empowering individuals through access to information.
• Oversimplification of Motivation: The model can oversimplify human motivation. While purpose is important, factors like compensation, job security, and work-life balance also play significant roles in employee satisfaction and performance.

Despite these limitations, the "Start With Why" model remains a valuable framework for understanding the importance of purpose in leadership and organizational success. It provides a starting point for exploring your own "WHY" and aligning your actions with your values.

Beyond "Start With Why": Cultivating a Purpose-Driven Culture

The "Start With Why" model is a fantastic starting point, but to truly cultivate a purpose-driven culture, leaders should also focus on:

• Regularly revisiting and refining their "WHY": The business landscape is constantly evolving. Ensure your "WHY" remains relevant and inspiring. For example, a technology company that initially focused on connecting people might need to refine its "WHY" to address concerns about privacy and data security.
• Empowering employees to connect with the "WHY" on a personal level: Create opportunities for them to share their own stories and perspectives. Host workshops where employees can explore how their individual roles contribute to the organization's overall purpose.
• Integrating the "WHY" into all aspects of the organization: From hiring and training to performance reviews and strategic planning. Use the "WHY" as a filter for all major decisions. For example, when evaluating a new product idea, ask: "Does this align with our 'WHY'?"
• Measuring the impact of your "WHY": Track metrics that reflect your progress towards achieving your purpose. If your "WHY" is to improve the health of your community, track metrics like community health indicators and participation in wellness programs.
• Offer practical tools or resources: Explore books like "Conscious Capitalism" by John Mackey and Raj Sisodia, or "Dare to Lead" by Brené Brown, and consider workshops on values-based leadership.

Conclusion: Finding Your "WHY" and Inspiring Others

Don't mistake energy for charisma. Focus on understanding and articulating your "WHY." It's the foundation for inspiring loyalty, driving lasting change, and achieving sustainable success. It's the key to becoming a truly powerful leader.

Ready to discover your "WHY"? Try these exercises:

• Reflect on your most fulfilling experiences: Think back to a time when you felt truly fulfilled at work or in your personal life. What were you doing? What motivated you? What impact did you have?
• Identify the problems you want to solve: What are the biggest challenges facing your industry, your community, or the world? What problems do you feel passionate about addressing?
• Define your core values: What principles are most important to you? What values guide your decisions and actions?

Share your "WHY" in the comments below and join our community of purpose-driven leaders using the WhatsApp link at the top of the page!

Tags: Book Summary,Management,Behavioral Science,

Finding the People Who Believe What You Believe (From the book 'Start with why')

All Book Summaries

Early in the twentieth century, the English adventurer Ernest Shack- leton set out to explore the Antarctic. Roald Amundsen, a Norwe- gian, had only just become the first explorer ever to reach the South Pole, leaving one remaining conquest: the crossing of the continent via the southernmost tip of the earth.
The land part of the expedition would start at the frigid Weddell Sea, below South America, and travel 1,700 miles across the pole to the Ross Sea, below New Zealand. The cost, Shackleton estimated at the time, would be about $250,000. "The crossing of the south polar continent will be the biggest polar journey ever attempted,"
Shackleton told a reporter for the New York Times on December 29,
1913. "The unknown fields in the world which are still unconquered are narrowing down, but there still remains this great work."
On December 5, 1914, Shackleton and a crew of twenty-seven men set out for the Weddell Sea on the Endurance, a 350-ton ship that had been constructed with funds from private donors, the British government and the Royal Geographical Society. By then,
World War I was raging in Europe, and money was growing more scarce. Donations from English schoolchildren paid for the dog teams.
But the crew of the Endurance would never reach the continent of Antarctica.
Just a few days out of South Georgia Island in the southern Adantic, the ship encountered mile after mile of pack ice, and was soon trapped as winter moved in early and with fury. Ice closed in around the ship "like an almond in a piece of toffee," a crew member wrote. Shackleton and his crew were stranded in the Antarctic for ten months as the Endurance drifted slowly north, until the pressure of the ice floes finally crushed the ship. On November 21, 1915, the crew watched as she sank in the frigid waters of the Weddell Sea.
Stranded on the ice, the crew of the Endurance boarded their three lifeboats and landed on tiny Elephant Island. There Shackleton left behind all but five of his men and embarked on a hazardous journey across 800 miles of rough seas to find help. Which, eventu- ally, they did.
What makes the story of the Endurance so remarkable, however, is not the expedition, it's that throughout the whole ordeal no one died, There were no stories of people eating others and no mutiny.

This was not luck. This was because Shackleton hired good fits.
He found the right men for the job. When you fill an organization with good fits, those who believe what you believe, success just happens. And how did Shackleton find this amazing crew? With a simple ad in the London Times.
Compare that to how we hire people. Like Shackleton, we run ads in the newspaper, or on the modern equivalents, Craigslist or Monster.com. Sometimes we hire a recruiter to find someone for us, but the process is largely the same. We provide a list of qualifica- tions for the job and expect that the best candidate will be the one who meets those requirements.
The issue is how we write those ads. They are all about WHAT and not about WHY. A want ad might say, for example, "Account executive needed, minimum five years' experience, must have working knowledge of industry. Come work for a fantastic, fast- growing company with great pay and great benefits." The ad may produce loads of applicants, but how do we know which is the right fit? Shackleton's ad for crew members was different. His did not say WHAT he was looking for. His ad did not say: "Men needed for expedition. Minimum five years' experience.
Must know how to hoist mainsail. Come work for a fantastic captain."
Rather, Shackleton was looking for those with something more.
He was looking for a crew that belonged on such an expedition. His actual ad ran like this: "Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success."
The only people who applied for the job were those who read the ad and thought it sounded great. They loved insurmountable odds. The only people who applied for the job were survivors. Shackleton hired only people who believed what he believed. Their ability to survive was guaranteed. When employees belong, they will guarantee your success. And they won't be working hard and looking for innovative solutions for you, they will be doing it for themselves.

What all great leaders have in common is the ability to find good fits to join their organizations—those who believe what they believe.
Southwest Airlines is a great example of a company with a knack for hiring good fits. Their ability to find people who embody their cause makes it much easier for them to provide great service. As Herb Kelleher famously said, "You don't hire for skills, you hire for attitude. You can always teach skills." This is all fine and good; the problem is, which attitude? What if their attitude is not one that fits your culture? I love asking companies whom they like to hire, and one of the most common answers I am given is, "We hire only passionate people." But how do you know if someone is passionate for inter- viewing, but not so passionate for working? The truth is, almost every person on the planet is passionate, we are just not all pas- sionate for the same things. Starting with WHY when hiring dra- matically increases your ability to attract those who are passionate for what you believe. Simply hiring people with a solid resume or great work ethic does not guarantee success. The best engineer at Apple, for example, would likely be miserable if he worked at Mi- crosoft. Likewise, the best engineer at Microsoft would probably not thrive at Apple. Both are highly experienced and work hard. Both may come highly recommended. However, each engineer does not fit the culture of the other's company. The goal is to hire those who are passionate for your WHY, your purpose, cause or belief, and who have the attitude that fits your culture. Once that is established, only then should their skill set and experience be evaluated.

Shackleton could have had the most experienced crew money could buy, but if they weren't able to connect on a level much deeper than their ability, their survival would not have been a foregone conclusion.

For years, Southwest didn't have a complaints department— they didn't need one. Though Kelleher rightly talked about the need to hire for attitude, the airline in fact deserves more credit for hiring the good fits responsible for providing great service. Kelleher was not the only one making the hiring decisions, and asking everyone to simply trust their gut is too risky. Their genius came from figuring out why some people were such good fits and then devel- oping systems to find more of them.

In the 1970s, Southwest Airlines decided to put their flight at- tendants in hot pants and go-go boots as part of their uniforms (hey, it was the 1970s). It wasn't their idea; Pacific Southwest, the California-based airline after which Southwest modeled itself, did it first, Southwest simply copied them. Unlike Pacific Southwest, however, Southwest figured out something that would prove in- valuable. They realized that when they recruited flight attendants, the only people who applied for the job were cheerleaders and majorettes. That's because they were the only people who didn't mind wearing the new uniforms. Cheerleaders and majorettes, however, fit in perfectly at Southwest. They didn't just have a great attitude, their whole disposition was about cheering people on.

Spreading optimism. Leading crowds to believe that "we can win."

They were perfect fits at a company that was the champion of the common man. Realizing this, Southwest started to recruit only cheerleaders and majorettes.

Great companies don't hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you'll be stuck with whoever's left.    

Tags: Management,Book Summary,

Three Wondrous Answers (Thich Nhat Hanh)

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Let me tell a short story of Tolstoy’s, the story of the Emperor's three questions. Tolstoy did not know the emperor’s name …
One day it occurred to a certain emperor that if he only knew the answers to three questions, he would never stray in any matter.
What is the best time to do each thing? Who are the most important people to work with? What is the most important thing to do at all times? The emperor issued a decree throughout his kingdom announcing that whoever could answer the questions would receive a great reward. Many who read the decree made their way to the palace at once, each person with a different answer.
In reply to the first question, one person advised that the emperor make up a thorough time schedule, consecrating every hour, day, month, and year for certain tasks and then follow the schedule to the letter. Only then could he hope to do every task at the right time.
Another person replied that it was impossible to plan in advance and that the emperor should put all vain amusements aside and remain attentive to everything in order to know what to do at what time.
Someone else insisted that, by himself, the emperor could never hope to have all the foresight and competence necessary to decide when to do each and every task and what he really needed was to set up a Council of the Wise and then to act according to their advice.
Someone else said that certain matters required immediate decision and could not wait for consultation, but if he wanted to know in advance what was going to happen he should consult magicians and soothsayers.
The responses to the second question also lacked accord.
One person said that the emperor needed to place all his trust in administrators, another urged reliance on priests and monks, while others recommended physicians. Still others put their faith in warriors.
The third question drew a similar variety of answers.
Some said science was the most important pursuit. Others insisted on religion. Yet others claimed the most important thing was military skill.
The emperor was not pleased with any of the answers, and no reward was given.
After several nights of reflection, the emperor resolved to visit a hermit who lived up on the mountain and was said to be an enlightened man. The emperor wished to find the hermit to ask him the three questions, though he knew the hermit never left the mountains and was known to receive only the poor, refusing to have anything to do with persons of wealth or power. So the emperor disguised himself as a simple peasant and ordered his attendants to wait for him at the foot of the mountain while he climbed the slope alone to seek the hermit.
Reaching the holy man’s dwelling place, the emperor found the hermit digging a garden in front of his hut. When the hermit saw the stranger, he nodded his head in greeting and continued to dig. The labor was obviously hard on him. He was an old man, and each time he thrust his spade into the ground to turn the earth, he heaved heavily.
The emperor approached him and said, “I have come here to ask your help with three questions: When is the best time to do each thing? Who are the most important people to work with? What is the most important thing to do at all times?”
The hermit listened attentively but only patted the emperor on the shoulder and continued digging. The emperor said, “You must be tired. Here,let me give you a hand with that.” The hermit thanked him, handed the emperor the spade, and then sat down on the ground to rest.
After he had dug two rows, the emperor stopped and turned to the hermit and repeated his three questions. The hermit still did not answer, but instead stood up and pointed to the spade and said, “Why don’t you rest now? I can take over again.” But the emperor continued to dig. One hour passed, then two. Finally the sun began to set behind the mountain. The emperor put down the spade and said to the hermit, “I came here to ask if you could answer my three questions. But if you can’t give me any answer, please let me know so that I can get on my way home.”
The hermit lifted his head and asked the emperor, “Do you hear someone running over there?” The emperor turned his head. They both saw a man with a long white beard emerge from the woods. He ran wildly, pressing his hands against a bloody wound in his stomach. The man ran toward the emperor before falling unconscious to the ground, where he lay groaning. Opening the man’s clothing, the emperor and hermit saw that the man had received a deep gash. The emperor cleaned the wound thoroughly and then used his own shirt to bandage it, but the blood completely soaked it within minutes. He rinsed the shirt out and bandaged the wound a second time and continued to do so until the flow of blood had stopped.
At last the wounded man regained consciousness and asked for a drink of water. The emperor ran down to the stream and brought back a jug of fresh water. Meanwhile, the sun had disappeared and the night air had begun to turn cold. The hermit gave the emperor a hand in carrying the man into the hut where they laid him down on the hermit’s bed. The man closed his eyes and lay quietly. The emperor was worn out from a long day of climbing the mountain and digging the garden. Leaning against the doorway, he fell asleep.
When he rose, the sun had already risen over the mountain. For a moment he forgot where he was and what he had come here for. He looked over to the bed and saw the wounded man also looking around him in confusion. When he saw the emperor, he stared at him intently and then said in a faint whisper,
“Please forgive me.”
“But what have you done that I should forgive you?” the emperor asked.
“You do not know me, your majesty, but I know you. I was your sworn enemy, and I had vowed to take vengeance on you, for during the last war you killed my brother and seized my property. When I learned that you were coming alone to the mountain to meet the hermit, I resolved to surprise you on your way back and kill you. But after waiting a long time there was still no sign of you, and so I left my ambush in order to seek you out. But instead of finding you, I came across your attendants, who recognized me, giving me this wound. Luckily, I escaped and ran here. If I hadn’t met you I would surely be dead by now. I had intended to kill you, but instead you saved my life! I am ashamed and grateful beyond words. If I live, I vow to be your servant for the rest of my life, and I will bid my children and grandchildren to do the same. Please grant me your forgiveness.”
The emperor was overjoyed to see that he was so easily reconciled with a former enemy. He not only forgave the man but promised to return all the man’s property and to send his own physician and servants to wait on the man until he was completely healed. After ordering his attendants to take the man home, the emperor returned to see the hermit. Before returning to the palace the emperor wanted to repeat his three questions one last time. He found the hermit sowing seeds in the earth they had dug the day before.
The hermit stood up and looked at the emperor. “But your questions have already been answered.”
“How’s that?” the emperor asked, puzzled.
“Yesterday, if you had not taken pity on my age and given me a hand with digging these beds, you would have been attacked by that man on your way home. Then you would have deeply regretted not staying with me.
Therefore the most important time was the time you were digging in the beds, the most important person was myself, and the most important pursuit was to help me. Later, when the wounded man ran up here, the most important time was the time you spent dressing his wound, for if you had not cared for him he would have died and you would have lost the chance to be reconciled with him. Likewise, he was the most important person, and the most important pursuit was taking care of his wound. Remember that there is only one important time and that is now. The present moment is the only time over which we have dominion. The most important person is always the person you are with, who is right before you, for who knows if you will have dealings with any other person in the future? The most important pursuit is making the person standing at your side happy, for that alone is the pursuit of life.”Tolstoy’s story is like a story out of scripture: it doesn’t fall short of any sacred text. We talk about social service, service to the people, service to humanity, service for others who are far away, helping to bring peace to the world—but often we forget that it is the very people around us that we must live for first of all. If you cannot serve your wife or husband or child or parent—how are you going to serve society? If you cannot make your own child happy, how do you expect to be able to make anyone else happy? If all our friends in the peace movement or of service communities of any kind do not love and help one another, whom can we love and help? Are we working for other humans, or are we just working for the name of an organization? Service The service of peace. The service of any person in need. The word service is so immense. Let’s return first to a more modest scale: our families, our classmates, our friends, our own community. We must live for them—for if we cannot live for them, whom else do we think we are living for? Tolstoy is a saint—what we Buddhists would call a Bodhisattva. But was the emperor himself able to see the meaning and direction of life? How can we live in the present moment, live right now with the people around us, helping to lessen their suffering and making their lives happier? How? The answer is this: We must practice mindfulness. The principle that Tolstoy gives appears easy. But if we want to put it into practice we must use the methods of mindfulness in order to seek and find the way.

- Thich Nhat Hanh (Miracle of Mindfulness)

Tags: Buddhism,Book Summary,