Roger: Hey everyone, welcome to the show! Today, we're diving into something really powerful: your "Why." It's that inner drive—the thing that gets you excited to start the day, or at least, you know, makes hitting snooze a “little” less tempting. Patricia: Yeah, because nothing screams "purpose-driven life" like an extra five minutes of REM sleep. But seriously, Roger, this "Why" thing...is it just another self-help cliché? Roger: Not at all, Patricia. "Find Your Why," by Simon Sinek, David Mead, and Peter Docker, is actually a practical guide to discovering the purpose behind what you do. It expands on Sinek’s Golden Circle concept, but goes further, walking you through exercises to really nail down your unique "Why" and make sure your actions line up with your values. Patricia: Okay, so it's not just abstract thinking. There's an actual method here, a framework? Almost like a life plan—or a way to sidestep that mid-afternoon existential dread. Roger: Precisely! So, here’s what we’re going to cover today. First, we'll talk about why your "Why" is so important. Think of it as your personal compass; it keeps you on course. Then, we'll break down how to uncover it—one story at a time, making the whole process less intimidating and more...well, enlightening. And finally, we’ll explore living your "Why"—turning that purpose into real-world action and letting it influence your decisions, relationships, everything. Patricia: So we're basically going from, like, "Why am I here?" to "Okay, now I get it." Sounds like a tall order. Roger, please tell me there are some interesting examples and stories along the way? Roger: Absolutely, Patricia. Like any good journey, this one's full of relatable, real-life examples to keep us grounded, and keep it fun. Patricia: Good. I’m all for purpose, as long as it's, you know, actually usable. Let's get into it.

Roger: Okay, let's dive right in. Why is discovering your "Why" so crucial, anyway? Well, it's essentially the North Star, guiding both your personal and professional life. The authors of Find Your Why argue that knowing this is what truly drives everything. From how meaningfully you connect with others to how fulfilled you feel on a daily basis, it all stems from understanding your "Why." Without it, you're kind of just wandering around in the dark, focusing only on what you do, without ever understanding why. Patricia: So, you're saying we've all got this internal compass, but most of us just ignore it, right? And instead, we just wander around aimlessly, fixated on our to-do lists and LinkedIn profiles? Yeah, that sounds about right. Roger: Pretty much! Most people focus on the "what" - our job titles, our daily tasks, our achievements. For instance, saying "I'm an engineer" tells people what you do, but it doesn't reveal the actual purpose driving your work. The "what" is just surface-level, Patricia. The "Why" is the deeper foundation—it’s the thing that inspires you and, honestly, inspires others around you. And once you tap into it, everything you do just gains a whole new layer of meaning. Patricia: Okay, but let's be real here. Nobody's having some existential crisis during a Monday morning meeting, contemplating their deepest beliefs. They're trying to meet deadlines and get home for dinner. So, how does all this "Why" stuff actually cut through that noise? Roger: That's where Simon Sinek's Golden Circle comes in. The basic framework is this: At the center, you have the "Why"—your purpose, your core belief, your fundamental motivation. Surrounding that is the "How"—the values and principles that guide your actions. And then, finally, you've got the "What"—the tangible result, like your job, your product, or your service. Sinek's big point is that truly inspiring people or organizations—they start with the "Why," and then let that inform their "How" and "What," instead of going the other way around. Patricia: I can see that. I can get behind that. But how does this actually play out when people start digging for their "Why?" You know? What tips the scale from "I’m selling widgets" to "I’m changing lives with widgets"? Roger: That's a great example! Take Steve, the salesman from the book. When he started out, he was all about what his steel products could do—listing the technical specs, showing efficiency reports, the whole nine yards. But over time, he realized his actual "Why" was sustainability—helping his clients reduce pollution and operate in a more environmentally-friendly way. That shift completely redefined how he saw his work. Instead of just selling steel, he was now contributing to a larger mission of protecting the planet. Patricia: So, Steve has this grand revelation, reframes his job as "saving the Earth," and suddenly he's got the emotional eloquence of Al Gore? Is that what we're going for here? Roger: It's less about theatrics, and more about just plain authenticity. By understanding his "Why," Steve became way better at connecting with his clients because he was no longer just selling steel; he was selling the purpose behind it. People care less about statistics and more about stories. That emotional resonance can make all the difference when it comes to building trust and influence. Patricia: Okay, building trust and connections by, you know, weaving a sustainable steel saga sounds really great in theory. But how does this "Why" magic actually work in relationships beyond sales pitches? Like between coworkers, on teams, or even in leadership? Roger: Okay, so that's where the book dives into the role of the "Why" in relationships and organizations. When people or teams operate from shared beliefs, it creates a strong foundation of trust—a kind of emotional glue, really. Think about it: when you truly believe in someone's authenticity and purpose—like a leader being transparent about their motivations—you're much more inclined to follow them, collaborate with them, or invest your energy in their vision. Southwest Airlines is a pretty great example of how this all works, organizationally. Patricia: Right, their "Why" being about, what... cheap flights and peanuts? Roger: Almost! But it's more about democratizing air travel—making it accessible and even enjoyable for everyone. That simple but powerful "Why" informs everything that they do, from their employee culture to their customer service. And it’s genuine—their sense of purpose translates into tangible actions like keeping fares low and really showing their employees that they're valued. It's not just a mission statement on the wall; it's how they operate every, single day. Patricia: So, what you’re telling me is that people trust genuine purpose. But companies with really vague one-liners like "exceeding expectations" tend to inspire, you know, skepticism, right? Got it. Roger: Exactly. Trust comes from alignment between your purpose and your actions. And that’s why companies like La Marzocco, who don’t just sell espresso machines but promote the art and relationships behind coffee, create incredibly loyal customers. Their "Why" is authentic and runs through everything they touch, from their carefully designed machines to fostering a community among coffee enthusiasts. Patricia: Okay, and now we've got biological proof of this, too, right? Sinek throws in the brain science to back it all up, which, I gotta admit, is a nice touch. Something about the limbic system and emotions? Roger: That's right. Our limbic brain, which is responsible for emotions and decision-making, doesn't really process language the same way our rational mind does. Instead, it connects through feelings and, honestly, through instinct. That's why articulating your "Why" is so powerful—it resonates on an emotional level, kind of bypassing pure logic. When someone hears a meaningful purpose, it triggers an emotional response, creating a much stronger bond than, you know, a list of features and benefits ever could. Patricia: So, our guts have better BS detectors than our brains. That tracks. If purpose triggers the limbic system’s approval, then suddenly your decisions just feel more intuitive, more natural. Roger: Exactly! And that’s why purpose is such a game-changer. It drives not just clarity in decision-making but also loyalty, connection, and long-term fulfillment. Whether it’s a company like Southwest Airlines making flying feel like something everyone deserves, or it’s an individual like Steve realizing his work contributes to some global mission, the "Why" turns the ordinary into something truly extraordinary, you know?

Patricia: Okay, so we’ve said finding your “Why” is crucial, and it can really transform things, personally and professionally. Now, how do you actually find it? I'm guessing this is where things get less about big ideas and more about practical steps, right? Roger: Exactly, Patricia. That's where the "Why Discovery" process comes in. The authors provide a structured, accessible way for people and teams to really dig down and find their core purpose. It’s designed to be both reflective and actionable. Let’s start with the individual side of things. Finding your "Why" usually begins with gathering personal stories – significant events that have shaped who you are and what you believe in. Patricia: Personal stories, huh? Like, "the time I accidentally dyed my hair green and learned that box dye isn’t always reliable?" How deep are we talking? Roger: A bit deeper than hair mishaps, although every story has its own weight! We're talking about stories that carry emotional weight, whether positive or transformative. Think about pivotal moments – times of great joy, accomplishment, or growth. Or, on the flip side, challenging or even failing moments where you learned a “really” important lesson about yourself. The authors suggest tools like the "Peaks and Valleys" exercise to map out these life events and start identifying patterns. Patricia: Peaks and Valleys… so you’re taking a trip down memory lane, marking all the ups and downs, and looking for clues in those emotional moments. I could see this getting pretty intense for some folks. Roger: It can be intense, because it goes beyond just casual reflection. The main goal here is to uncover emotional threads – the values or ideas that keep popping up in your defining experiences. For example, maybe a lot of your "peaks" involve helping people solve problems, or your "valleys" are tied to times when collaboration was missing. You start to see these themes emerge as you dig deeper. Patricia: Okay, so you’re mining your past for meaning. But how does someone stay objective about their own life? Don’t we all have blind spots? Roger: Absolutely, and that's why they "really" emphasize having an objective partner – a "reflective partner," as they call it. This is someone who listens as you share your stories, takes notes, and helps identify recurring themes without being emotionally invested in the stories themselves. Patricia: This partner is like your personal purpose consultant! They're sitting there with a metaphorical notepad, saying, "Aha! I'm seeing a pattern of leadership here", or "Looks like helping the community keeps showing up." Roger: Exactly! They're there to "really" listen, ask questions you might not think of, and help you distill those recurring ideas into clear themes. For instance, there was Steve, the steel salesman we mentioned earlier, right? His breakthrough came during one of these discussions when his partner pointed out that his "real" passion was sustainability, not just selling steel. He might not have made that connection without that outside perspective. Patricia: Okay, so once you uncover these themes and realize, "Hey, maybe I’m actually passionate about climate change or empowering women," what's next? Do you just slap that on your resume as your "Why"? Roger: Not quite! The next step is crafting what they call a "Why Statement." This puts everything together into a concise, actionable expression of your purpose. The format is pretty straightforward: "To [your contribution] so that [your impact]." This makes sure your statement is personal and focused on how you make a difference. Patricia: Let me see if I've got this. Steve’s "Why Statement" could be something like, "To promote sustainable solutions so that we create a greener world," right? It’s not just nice-sounding words; it’s a mission statement that feels attainable and specifies his role? Roger: Exactly, and it has to feel authentic. Crafting a good "Why Statement" is an iterative process. The partner’s role shifts to helping you fine-tune the language until it "really" resonates and feels true to your motivations. It’s not about making it sound impressive – it’s about making it feel real and actionable. Patricia: Right, I get how this works on an individual level. But what about teams or "entire" companies? How do you apply this deeply personal exercise to a group? Roger: Great question! The process has similar principles but works on a bigger scale using the "Tribe Approach," as the authors call it. Teams start by sharing "Pride Stories" – moments when they felt "really" proud to be part of the team or organization. These stories uncover the emotional core of the team, the shared values, and what motivates them collectively. Patricia: So, it’s like group therapy, but instead of hashing out personal issues, you’re bonding over shared successes and values? How do you keep it from just becoming a mutual pat-on-the-back session? Roger: It "really" goes beyond that. By focusing on meaningful stories, people articulate what makes their group special. Take La Marzocco, the espresso machine company. Their pride stories ranged from craftsmanship to building community through coffee. Sharing and discussing these stories helped reveal their "Why," which was ultimately to cultivate relationships and enrich people’s lives. This clarity then shaped everything they did – from product design to customer engagement. Patricia: Okay, but what if you have a big group, and everyone’s "Why" seems different? How do you find common ground that’s not just some watered-down compromise? Roger: That's where facilitated discussion comes in. Facilitators help the group identify overarching themes or patterns that emerge from the stories. The goal is to capture the shared values that connect everyone’s individual "Whys." This collective theme is then distilled into a team-wide "Why Statement," using that same format we talked about earlier. Patricia: And once they come up with this shiny new "Why Statement," what prevents it from becoming just another meaningless corporate slogan—something that sounds good but doesn’t actually change anything? Roger: That's where action comes in. The book stresses the importance of action! They recommend appointing "Why Champions" within the group – people who take responsibility for embedding the "Why" into everyday practices and decisions. These champions make sure the purpose isn’t just some words; it’s a guiding principle that shapes behaviors and choices. Patricia: So, these champions basically raise a flag if the team starts to drift away from their "Why." Sounds good. Okay, Roger, let’s loop back to the tools we’ve discussed. What are the main takeaways here? Roger: To recap, the authors highlight tools like the "Peaks and Valleys" chart for personal reflection, memory prompts to spark meaningful recollections, and reflective partnering to uncover recurring themes. For teams, storytelling workshops and "Why Champions" are key for defining and sustaining a collective purpose. It's about creating something that inspires and drives real action.

Roger: Okay, Patricia, so we've got the groundwork laid for actually finding your “Why”. But really, after you find it, the big question is—how do you actually live it, and, even more importantly, how do you sustain it, right? That's where things get really interesting. Patricia: Exactly! Discovering it is one thing, but then what? Roger: Right. So, after you've uncovered your “Why”, the focus really shifts to making sure your actions line up with it consistently. The tricky part, as the book explains, isn't just nailing down your purpose, but it's about living it authentically and weaving it into your everyday life. Whether you're an individual or you're part of a company. This is all about commitment for the long haul, and it sort of ties everything we've talked about. Patricia: Sure, alignment sounds great in theory, but, you know, people are busy, workplaces – complicated, habits – super stubborn. How do you keep from just slipping back into doing things on autopilot once the initial excitement of writing your “Why Statement” wears off? Roger: That's a super important point, Patricia. The book totally acknowledges that it's easy to lose that alignment, right? It says that keeping your “Why” aligned with what you do takes consistent effort and thought, especially when things get tough. It's about constantly asking yourself, “Hey, are the choices I'm making and the things I'm doing lined up with my purpose?” Patricia: Okay, so let's get practical. Let's talk about individual people for a second. What stops someone from just saying, “Okay, I wrote down my purpose. I'm good to go”? Roger: Living your “Why” isn't a one-time thing; it's something you actively practice. It's not some item on a checklist you can just mark off. The book suggests doing something like a daily reflection. Could be five, ten minutes every evening just thinking about whether your day's actions lined up with your core beliefs. It's a simple, introspective habit that helps you stay intentional. Patricia: Okay, so journaling with a purpose, I get it. But what about people who just get overwhelmed by the big picture? Does every little thing you do have to scream, “Purpose, purpose, purpose!”? Roger: Not at all. The idea of “micro actions” comes into play here. You break down your “Why” into smaller, manageable steps. These little things allow you to live your purpose without feeling like it's taking over your life. Like, if your “Why” is, say, empowering others, then mentoring someone at work, showing gratitude, or just actively listening when someone's having a rough day, those things all align with that. Those small things add up over time. Patricia: Got it. So, instead of trying to create this giant monument to your purpose, you're just chipping away at it little by little each day. That makes sense, and it's probably way less intimidating. Okay, what about organizations? Living your “Why” as a team seems like a whole different ballgame altogether. Roger: Absolutely, especially for bigger companies. Really? Misalignment can become a real problem as organizations grow or deal with changes quickly. The book points out how important it is to have ways for teams to regularly think about and include their “Why” in their daily work. One key thing is regular team reflections or reviews where they check to see if the decisions, projects, and behaviors line up with that main purpose. Patricia: That sounds pretty good, but, you know, meetings about purpose can easily turn into something fluffy – visions and values on PowerPoint slides without any real connection to the actual work. How do you avoid that? Roger: Exactly, and that's why it's so important to weave purpose into your feedback and accountability systems. The book suggests using things like performance reviews and going beyond just looking at the results. Instead, ask employees how their actions supported the team or the organization's “Why.” This step not only reinforces alignment, but it also makes sure everyone is continuously accountable, both individually and as a team. Patricia: So it is like crowdsourcing purpose accountability. Okay, but what about the whole vulnerability thing? Because you mentioned earlier that actually saying and sharing your “Why” can be kind of scary because you're opening yourself up to being judged. How do you deal with that? Roger: Vulnerability is definitely part of it, but it's also key to building real connections. The book acknowledges that sharing your “Why” takes courage. When you open up about what's really important to you, people might not get it or they might dismiss it. But the authors also say that being vulnerable builds trust and strengthens relationships. Patricia: Right, you can't have trust without taking some kind of risk. But it has to be a smart risk, right? You're not going to give a TED Talk about your “Why” on your first day at a new job. Roger: No, definitely not. The book suggests starting small. Share your “Why” in safe, low-pressure situations, like just talking with close colleagues or friends. As you get more confident, then you can expand to bigger professional or social situations. It's about getting comfortable and clear through practice. Patricia: Okay, so you're building up your vulnerability muscles. Let me play devil's advocate real quick. What happens when you finally share your “Why” and it just doesn't land? Even worse, someone challenges it? Roger: That's bound to happen sometime, Patricia. The authors suggest looking at those situations as opportunities to grow. At first, it might feel awkward or discouraging, but each time you try, you'll get better at explaining your “Why” and dealing with different points of view. The more you share, the more confident and resilient you become over time. Patricia: I like that, yeah. Vulnerability as something you develop and you hone, not just something to be scared of. So, taking it up a notch, what does vulnerability look like for an entire organization? Because sharing a personal “Why” is one thing, but it feels like when a company puts its purpose out there, especially today, the risk is even higher. Roger: It can be, but that's why actions really have to back up what you say. A company's “Why” can't just be some slogan they use in their marketing. It has to be clear in everything the organization does. The book mentions a great example, Cuestamoras, whose mission to “innovate to create opportunities” guides everything from their ethics to how they expand into new markets. By making their purpose a part of how they operate and their culture, they've built resilience and trust. Patricia: Okay, so companies have to follow through on what they say. But, you know, keeping that purpose going has to get harder over time, right? What happens when teams lose focus or leaders get sidetracked? Roger: And that's why having alignment mechanisms in place, like those Why Workshops, is so important. They allow employees and leaders to revisit their main goals and connect with the organizational purpose again. It’s helpful to have leaders participate that model behaviors that align with the company’s “Why” because then their example sets the tone for everyone else. Patricia: I’m with you so far, yeah. But let’s be honest for a second, Roger. Some people or some companies might look at all of this and think it’s just more work on top of everything else they’re already doing. Why should they put in all this effort instead of just, you know, doing things the way they always have? Roger: Because the benefits are huge, Patricia. For individuals, living your “Why” brings a sense of fulfillment and helps you create real relationships. For organizations, it leads to long-term success. It makes people more loyal, attracts like-minded talent, and maintains trust. Purpose isn't just a nice perk; it's a key part of how people experience their work and the impact they make. Patricia: So, living your “Why” is not just about staying inspired; it's about actually building trust, creating alignment, and really making work worth it. It's a process, not a destination. Makes sense, Roger.

Roger: Okay, so to bring it all together, we've really dug into why finding your “Why” is so crucial, right? It's not just about feeling good; it's about giving you a solid base to build a life and career that actually mean something to you. From spotting those patterns in your life stories to nailing down a “Why Statement” that captures your core purpose, the big message is that having that clarity is what powers everything else—better connections, stronger teams, you name it. Patricia: Right, but we didn't just talk about finding it, did we? We also looked at the trickier part—actually living it. Whether that’s through a bit of daily self-reflection, making small, intentional choices, or even weaving it into your team’s vibe, the bottom line is that your “Why” is only as good as your commitment to backing it up with actions. Roger: Exactly. Because at the end of the day, purpose isn’t just some abstract concept; it’s a real, hands-on force that can turn everyday stuff into something amazing. The trick is to consciously bring it into your day-to-day, even with the smallest steps. Patricia: So, if we're talking takeaways, here’s a little something for our listeners to chew on: What's one tiny thing you can do today that syncs up with your “Why”? Don't feel like you need to overhaul your entire life—just pick one thing. Because, let’s face it, purpose isn't usually found in some huge, dramatic gesture, but in those steady, meaningful actions. Roger: Precisely! So, here’s to taking the time to reflect, being open and honest with ourselves, and, most importantly, taking that action. Thanks for tuning in, everyone, and we'll catch you on the next one!