So where do you start when you have a program that's about integrating life with passions? Well, you start with why? Why? And that kicks us off for the first speaker tonight. Simon Sinek and his talk start with why. We assume even we know why we do what we. But then how do you explain when things don't go as we assume or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions?

For example, why is Apple so innovative year after year, after year after year? They're more innovative than all their competition, and yet they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media.

Then why is it that they seem to have something different? Why is it that Martin Luther King led the civil rights movement? He wasn't the only man who suffered in a pre-Civil Rights America, and he certainly wasn't the only great or of the day. Why him? And why is it that the right brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded, and they didn't?

Powered man flight and the Wright Brothers beat them to it. There's something else at play here. About three and a half years ago, I made a discovery and this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern as it turns out all the.

And inspiring leaders and organizations in the world, whether it's Apple or Martin Luther King or the Wright Brothers, they all think, act and communicate the exact same way, and it's the complete opposite to everyone else. All I did was codify it, and it's probably the world's simplest idea. I call it the golden.

Why, how, what this little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do. 100. Some know how they do it, whether you call it your differentiating value proposition or your proprietary process or your US P, but very, very few people or organizations know why they do what they do.

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