Are you looking for a great book that helps make your network marketing presentation great? Here comes a fantastic book named START With WHY Simon Sinek.
When you start network marketing, you must face this problem: How should I talk to someone the day after tomorrow? How should I speak to someone the day after showing a plan?
This question is not yours; this is the maximum question for all network marketers. In today’s post, we will learn about a book called Start with Why, written by Simon Sinek.
In this book, the author talks about the same in detail, which you will understand after reading, and you can become an expert in talking to any person about business because here in the book, he also tells you about the Golden Circle and the company. Just like Apple has become Walmart, these people used to do their business differently and are doing it. So, without any further delay, let us start chapter one.
START With WHY Summary by Simon Sinek
Chapter 1. Assume You Know
Chapter 2. Carrots And Sticks
Chapter 3. The Golden Circle
Chapter 4. This Is Not Opinion; This Is Biology
Chapter 5. Clarity, Discipline, And Consistency
Chapter 6. The Trust Of Emergency
Chapter 7. Be A Typing Point Tips
Chapter 8. Start With Why But Know-How.
Chapter 9 Know Why Know How To Know What?
Chapter 10. Communication Is About Listening
Chapter 11. When Why Goes Fuzzy
Chapter 12. Split Happens
Chapter 13. The Origin Of Why
Chapter 14.The New Competition
Chapter 1. Assume You Know
The first chapter of As You Know Starts with A is about our beliefs and their impact on our actions. The Sinekshow where looking at the bigger picture drives our behavior toward long-term results. Japanese and American are different examples. In American factories, workers on the assembly line give the final fix to the door using rubber mallets.
In contrast, doors are engineered from the beginning to fit perfectly in Japan. This is also an example of leadership. There are two types of leaders: those who decide to do things to get more results and those who start with more results in mind and let the rest happen naturally.
Chapter 2. Carrots and Sticks
Carrots and Sticks According to Sainik, the two ways to attract customers are to inspire and manipulate the stick. The sales techniques used by most businesses today need to be revised. These include price promotion, fair aspiration, and peer pressure. These must be short-term solutions involving much manipulation, impacting long-term profitability.
Chapter 3. The Golden Circle
The Golden Circle describes a concept. It shows that some leaders must inspire people to take action rather than just doing things for the sake of doing. Discovery is their discovery of the Golden Circle. The Golden Circle has three parts: Be and What. Very few people and companies clearly explain why they do what they do.Â
It’s not about running a profitable company. It’s about the results. It’s all about the purpose and why they created their company. Why do you wake up in the morning? And why should anyone care about you?
Some people and companies know how to do what they do. Whether you call them a Differentiating Value Proposition or a Unique Selling Proposition, these are often given to explain how something is different or better.
The company knows what they do. It is true that no matter how big or small the company is or the industry it belongs to, everyone can easily explain their products and services. And you can also explain what that company sells and how the work is done inside the company.
When we start with Sineks, understand Apple’s example. In their opinion, Apple is not a wink. Apple’s philosophy of giving, taking the present situation, empowering people, and challenging their present situation is a pattern in all they say and do. The reason is that people consider Apple authentic.
Chapter 4. This is Not Opinion; this is Biology
It starts by focusing on the desire. This desire inspires us to pursue others with the same solution. Strangely, the Golden Circle matches how our mind runs. The New Cortex Our New Cortex What Level to It is responsible for all our rational and analytical thought and language. It lets us see through massive amounts of facts and figures.
But it does not drive our behavior. The two areas in the middle make up our Limby Brian, and It is responsible for all our emotions, such as trust and loyalty. This corresponds to the Bi-level. This area of the brain is responsible for all human behavior and all our decisions. We want to be around people and organizations that like us.
And believe in our beliefs. They make us feel important as if we are connected to something bigger. Most companies usually start with what and house, but this is what their customers keep demanding. It is of excellent quality and customers like low prices.
They ask for 24-hour service and many facilities, and it all sounds scientific because it is based on data. The mind that controls decision-making has different calculations from the part behind the reason that makes decisions on the bike.
Chapter 5. Clarity, Discipline, and Consistency
Inconsistency is essential, but only in the correct sequence. Three degrees of certainty When we can only point to tangible elements or rational measurements, this is the highest level of confidence we can give. This is the right decision when we cut. When we make a decision together, the highest level of confidence we can show is that the decision seems right, even if it is different in the face of all the facts and figures.
The ability to put ‘a’ in the word gives the emotional context for taking the decision. When you know your mobile. So the level of confidence you show is the highest, and I know it’s right. When you see the decision is right, not only does it feel right, but you can also rationalize it and put it into words quickly.
Business The goal shouldn’t be to do business with people who want what you have. It should focus on people who believe what you believe.
Chapter 6 The Trust of Emergency
Trust builds when we see people and organizations inspired by actions beyond serving a sale. Doing what you do online is a way to build trust.
What and Fear Companies that operate like commodity producers constantly fight to differentiate themselves from the trend. Trying to match the features of the What while chasing the competition only deepens the What color.
Why and Flexibility Because consumers are inspired by what you do. Companies that start talking with bikes have more market flexibility. Inspired by what you do, Companies that start talking with bikes have more Flexibility in the market.
Take the example of Apple and Dell. Apple makes computers, and Apple also makes iPads and iPhones; on the other hand, Dell is defined as working; Dell sends computers, and the consumer feels uncomfortable buying something from their tablet or smartphone.
They tried to expand into different verticals but quickly focused on their business. When they are in the picture, Simon Sinek explains Creative and Apple’s first mover advantage. For example, Creative is more capable of producing an MP3 player, and it was the first to market its image as a 5GB MP3 player like a boot.
Instead, Apple explained that the iPod has 1000 songs in your pocket, which gave us the solution for hiring when employees connect. They will guarantee your success, and they will find innovative solutions for you, and they will be doing all this for themselves. The goal is to hire people passionate about your purpose and beliefs who fit your colors.
Once a can-do attitude is established, their skill set and experience should be evaluated. Create companies that don’t hire and inspire people. They hire and inspire already motivated people. A strong sense of Hawaii With this, companies can encourage their employees. Such employees are more productive and innovative, and the great feeling they bring attracts other people to work there.
Chapter 7. Be A Typing Point Tips
How can you differentiate between a thought and an idea that can change a life forever? The Law of Diffusion of Innovations described by Rogers is related to the Welcome of product adoption. Welcome refers to the percentage of the market that adopts your product. Innovators start at 2.5%, followed by early adopters at 13.5%, early majority at 34%, etc.
The majority is 34%, and the Leg Guards are 16%. People who stand in line for hours or three outside the Apple Store to buy the latest iPhone. All are early adopters and are on the left side of the tax, and because of this, people on the right are never satisfied and are never loyal. It would be wise for a business to know this Garfa right better so that you can try to change them.
Don’t waste time and money on this, although you can do business with some of them; they might start working with your competition soon if they get better offers. The goal of a company is to be clear about its five members, and you have to find people who believe in you. They encourage the rest to follow once you have enough left side, 15 to 18%.
Chapter 8. Start With Why, But Know-How?
Energy motivates, but charisma inspires. Energy is easy to see and copy. All great leaders have charisma because all great leaders have the clarity of a bike. Select Bill Gates and Steve give an example of a polymer. Steve Walmart was very energetic. Bill Gates was very enthusiastic. Despite being shy and awkward, he was charismatic. When Walmart speaks, people get energized, but it subsides quickly.
When Bill Gates says, people listen with bated breath. People remember what they learned for weeks, months, and years. Charisma commands loyalty, while energy doesn’t. Exemplary How Types Behind every Ho type leader is a Ho type leader who brings the A to life.
The Five types are visionaries with an active imagination. They are optimists who believe that Whatever can be imagined can be accomplished, and they focus on things that most people cannot see, like the future. Instead, it is more practical and realistic and focuses on things most people cannot see. People can see and get better at creating them. Attractive Sineks say these people can be very successful, but rarely are they.
They barely dollar businesses that change the world, whereas Ho Type A’s don’t need a Bike type to be successful, yet A types always need a kind or end up like the starting visionaries. Vision and mission statements are the same. The difference between an organization’s vision and Also see the difference between a mission statement. The vision is the purpose of your company’s vision after its founding.
The mission describes the future the company will create for the company. When both are players, it is clear to the partnership’s A and Ho types of leaders. It will help you understand.
Chapter 9 Know Why Know How to Know What?
When a company is small, a founder directly contacts the outside world. As the leader leaves, their role changes. It is the part of the mind that controls the fillings and design, but What, not language, exists in that part of the mind that controls rational thinking and language.
A leader is an inspiration.
He is a symbol of the reason for what we do. He represents the emotional part of the brain. What the company says and what it does. This ratio. Represents Thinking and Language Most companies need help differentiating and communicating their values to the outside world.
While humans struggle to put emotions to the ward, we use metaphor and imagery and rely on analogies to describe how we feel. We rely on symbols to communicate what, if done correctly, is when marketing products and services and a way for people to communicate with the outside world.
Chapter 10. Communication Is About Listening
Symbols help us turn the intangible into tangible; symbols only have meaning because we give them meaning. A symbol can become a symbol when it is used to inspire people who they are. Harley Davidson’s Example The Harley Davidson symbolizes people’s values and life cells. The symbol is no longer about Harley. It’s about the people who love Harley Davidson.
The Salary Test What’s suitable for your competition It’s about you, and The opposite of what is good is not good, but how do you know what is good for you and what is not? Simon Sinek proposed the Salary Test to do this. Imagine if people told you you must eat cookies, Nutella, Salary, fruits, and ice cream.
Should you get all this? No, because it is time-consuming and expensive. All you do is filter everything through the medium of your bike. You can only use fruits or tourists if your bike has a healthy license. When you filter your decision through your brother’s medium, you save money and time, and most importantly, you remain honest about your goal.
Read: The Business Of the 21st Century Summary | Robert T. Kiyosaki
Chapter 11. When Why Goes Fuzzy
The author discusses companies that have lost their real wives in this chapter. Taking the example of Volkswagen and Walmart, Volkswagen means people’s taxes, and its image has always been of reliable and affordable cars for everyone.
The original Volkswagen Beetle. It symbolized independence, so when he launched the costly Volkswagen Pattern 70000, he flew against his wife, and nothing was sold. Walmart was a severe case. From the beginning of Walmart, it could cheaply provide products to the people and community.
The company was born with the idea of helping. After the death of its founders, the company focused only on low prices but forgot about helping the people and the communities they entered.
Walmart got into serious trouble and lost its initial Sinek, who was given to Bai, who said that getting A’s clarity was not the most challenging part. Trusting outside advice and standing on your reason or belief is the hardest part.
Chapter 12. Split Happens
An idea is how a company starts. In the beginning, the idea was full of enthusiasm. It is a compelling emotion that sometimes inspires us to do irrational things, but to get excited and survive, it needs structures. Most companies fail because both the house and the vice need each other.
Chapter 13. The Origin of Why
Market research is essential before starting a business. You do your market research, know your customers, and make decisions. However, I’m afraid I have to disagree with this. According to what you want to achieve, move ahead. It doesn’t come by looking but by looking in the opposite direction to where you are. All are brothers; there is a process of discovery.
Chapter 14.The New Competition
When you’re against the world or complicit with everyone else, no one wants to help you. But when you’re complicit with yourself, everyone wants to help you. Now, that’s how we think about how we do business.
Constantly competing against someone else More features Better quality Better services We’re continually comparing ourselves to the competition, and no one wants to help us What if we worked every single day to be better than ourselves All the organizational wise They start but only a few great organizations keep their brother clear for ten years.
Instead of pushing themselves forward, those who forget bye start racing ahead of someone else. The truth is that you are your biggest competitor.
Conclusion
Using the golden circle, you can easily talk about the why when you will show the plan to your prospect. I hope you find this information helpful. You understand your why, and the learning you can implement daily can be significant. How did you find this book? Please do comment in the comment box. Also, share this with your friends. We will develop another book review that help you in network marketing.
