Don't Start With Why
Michael Margolis
Silicon Valley storyteller / Best-selling author / Trusted advisor to @Google @Meta @Salesforce / Global keynoter on storytelling
I’m a fan of Simon Sinek. You probably are too.
You’ve likely watched his TED talk - Start With Why, or read one of his books. He’s one of the most renowned public speakers and thought leaders in the world.
He’s a cultural anthropologist by training, just like myself. ??
Except when it comes to storytelling — you never want to start with why…
Unless you want to quickly lose control of the narrative in a meeting with executives.
“Start with Why” is rarely effective or actionable
Simon Sinek’s framework is genius, it’s just widely misapplied and misunderstood.
The reason? Why looks at the past.
If you “start with why”...Your business meeting will get stuck there.
As in “why did this happen”?
Think about it:
Or worse, you’ll waste time debating, diagnosing, defining or defending.
These are worthy pursuits. You just don’t want to start there.
Pro-Tip #1 :Shift the focus to the future
It’s better to focus people’s attention on how we can move forward together.
Rather than focusing on what’s already happened, what can’t be changed…
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Want to Get Executive Buy-In? Never Start With Why!
Instead, start with the future first.
Let me give you an example:
One of my private 1:1 clients is the VP at a big tech company.
They needed to present their new “data strategy” to the executive leadership team. Every team had different data needs, competing priorities, and expected a new solution yesterday.
It was all up to this VP to sort it out.
Their first instinct was to start with a diagnosis:
“Why” different teams across the company couldn’t do or get what they wanted with data.
It’s natural to start with the current state, the reasons that got us there. You just don’t want to start there lest you look like someone who is trying to defend or deflect with excuses.
Pro tip #2 - Reframe the narrative for forward momentum
We reframed the presentation to create a momentum of YES.
Notice, this presentation outline included plenty of “why”. It just wasn’t the place to start. Instead, it was used to validate only after the future desired state was well conveyed.
Remember that the next time you go in front of an executive...
Never start with ‘why.’
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3 个月As someone who spends my time on Strategic Operations, I always say, "You might start with Why, but let's get to How as soon as possible."
Need help to improve your communication skills? Want to know how to read and then own the room? Storyfeeling might do the trick... | Team Building expert@House of Neverless | Professor@Nova SBE
3 个月I’d start with “Who must I persuade” and then work out if the Why is important. If the Who likes history let them have it. If the Who loves the future let them have it instead.
Product Manager | Writer | Speaker
3 个月"Start with the future first" seems closely aligned with the "Answer First" approach, where you lead with the desired outcome or recommendation. In the example you provided, this might mean the client begins by outlining their new data strategy upfront. However, isn’t this approach quite different from traditional storytelling frameworks? In storytelling, the narrative typically begins with context-setting, followed by the introduction of conflict, and only then is the solution revealed. While the storytelling method can be powerful, it may not always be suitable for executive-level communication. In high-stakes settings, where time is limited and clarity is crucial, leading with the outcome may be more effective. The audience likely values directness over a narrative journey, making the "future first/answer first" approach practical. Michael Margolis Where would you say the "Start with why" approach works best?
Founder & Managing Partner at Istoria Collective | Top-Rated Speaker | Bestselling Author | Serial Entrepreneur
3 个月Exactly why one of the reasons my next book is titled, “Start with Wow” :)
??Helping Professionals Get More Ideal Clients ?? Award-Winning International Networking Expert ??
3 个月Great point Michael why' can be a double-edged sword in meetings, especially with executives who want actionable insights