Bio: David works with leaders to help them create an environment where people show up to work because they want to, not because they have to; an environment where they feel safe and that they belong. In 2009, David partnered with Simon Sinek, a world-renowned thought leader, and now travels internationally, helping organizations shift their perception around Why they exist, what leadership really looks like, and how our human biology plays into it all.
Simon Sinek Golden Circle (TED Talk)
Start With Why
Start With Why Podcast
Zephan: What’s up, Year of Purpose podcast fans? Zephan Balxberg back again for another episode. And today, I have the pleasure to introduce you to David Mead. Now David works with leaders to help them create an environment where people show up to work because they want to, not because they have to. And environment where they feel safe and that they belong. In 2009, David partnered with Simon Sinek, a world renown thought leader and now travels internationally, helping organizations shift their perception around why they exist, what leadership really looks like, and how our human biology plays into it all. So please welcome David.
What’s going on today, man?
David: Hey, man. Good to be here. Thanks for having me.
Zephan: Thanks for being here. So let’s just kind of jump right in. I saw that you work on the podcast Start with Why, is that correct?
Zephan: I guess let’s start there. You know, my big point in creating this podcast was kind of like discovering my why, learning my why, and kind of sharing other people’s stories with everyone else. So where does that all begin? Where does the foundation for figuring out who we are and why we’re doing things start?
David: Well, uhm…I think it’s a little bit different for everybody, but the, uhm—as you mentioned, you know, I’ve been working with Simon Sinek for the last few years and he came up with just a very simple concept called the Golden Circle, which I’ll—just briefly for your listeners who may not be familiar with it—basically, every organization, and even your own career operate on three levels. What we do, how we do it, and why we do it. And individually, or as organizations, we’re usually really good at talking about what we do and how we do it. How we’re different than somebody else or better or special or whatever. And we’re obviously clear on what we do, it’s the products we sell, the service we offer, the title that we hold, but very few individuals and very few organizations really understand or more importantly can clearly articulate or talk about why they do what they do.
And so, the why really comes from—and let’s go to the individual basis because really the why is an individual pursuit. Why really comes from our past experience. So it’s not that you sit in a room and you think “Okay, so, who do I want to”—it’s not aspirational, it’s not “Who do I want to be?” It’s not “What do I want to do with my life?” It’s looking at your past. And just looking at past experiences where you have felt at your best, where you felt the most fulfilled, where you felt like you were doing something on purpose, and it’s basically getting the specifics of those stories and those experiences and those events and figuring out what is the common thread in all those things?
What is it that ties all those things together? What are the commonalities? What were the things that we always going on? Who are the type of people that we always around me? What was the contribution I was making in every single one of those situations that made me feel like I was really at my best, like I was really doing something that was more of a calling than anything else?
And so when we can link that—find that pattern among those specific events or those specific stories, that’s really where the seed of the Why comes from. It’s figuring out in what sort of situations do we need to place ourselves in order to feel at our best? What sorts of things do we need to be doing so we feel like we’re the most fulfilled? And when we figure that out and we can clearly articulate that and start to talk about it, then we can project that into the future and say “Okay, so now that I know what it takes for me to be fulfilled or for me to act at my best, now I know which situations to put myself in. I know what types of people to surround myself with. I know what to avoid.” And that’s really where I think it all starts. Just sort of that self-discovery of not thinking about, again, “What do I hope to become?” but “Who am I? And what are the things in my life that has made me the most fulfilled?” Figure out what that stuff is and then put myself in more of those situations going forward.
Zephan: So it’s interesting that you bring this up, because this was kind of a process that I’ve gone through fairly recently, for everybody listening. You know, for a good majority of my life, video was my thing, right. So I went to school for video, I worked in a video job after I got out of school, I now run a video production business. But I had this moment actually last year where I was like “Well, video isn’t really…” like I was trying to figure it out, you know. Is video what I love because everybody’s like “Oh, my gosh, you’re so amazing! You do really good work!” or was it because I really loved it? And I came to the answer that I really liked it because a lot of people thought that I was good at it.
And I couldn’t quite piece out what it really was about doing it that I enjoyed. And through telling my story and sharing a lot more with people over the last couple years—actually very recently, like a couple months back, I was in my business mastermind group and I was telling some story, and all of a sudden the person leading the group just like had a lightbulb moment. She was like “You like telling stories. It’s not that you like video. You like story telling.” And everything just clicked into place from there.
So it’s so neat how you ask yourself this question of like “What is it?” and you’re trying to figure out and you get so frustrated and sometimes it’s way simpler than you even thing.
David: Well, I think you bring up a perfect example of, again, going back to this idea of Simon Sinek’s Golden Circle. Why in the middle, How, and then What on the outside. And video just happens to be one of your whats. And so—and because the what is easy to see, it’s easy to measure, it’s easy to talk about, sometimes we just get pigeonholed into that what. We think we are a video guy, or an accountant, or a whatever, and so that’s all we can think about. But really, when you can look at the broader picture, the higher cause or purpose, the thing that really drives you—which for you is telling stories—video is one of the things that you can do. A podcast is another thing that you can do. Who knows what you can open up yourself to.
And the interesting—there’s a great example, which I think is the Virgin companies with Richard Branson, right. I mean, yeah, he started in music, and now he’s got I don’t know how many hundreds of companies. And not all of them have been successful, but he got into train travel, space travel, soft drinks, fitness clubs, banking—all these variety of different things. And you think “Good night, man! Can you figure out what your core business is? What you want to do?” But the thing is he doesn’t define himself by what he does. He defines himself by why he exists, which is to change the lives of millions of people for good and to have fun while doing it. So with that perspective, he can do all kinds of different Whats and it all makes sense because the Why is what gives your Whats meaning or context.
Zephan: Yeah, that’s very true. And a lot of people probably have trouble getting there. they get there eventually, you know, some people faster than others, but I’m sure plenty of people you probably see all the time make the mistake of saying, you know—you’re like “Why do you like doing this?” and they’re just like “Well, I’m an account” or I’m whatever. You probably see this all the time, right?
David: Yeah. I mean, and the easiest thing to jump to when you ask people “So why do you do what you do?” or “What do you enjoy about your job?” “Well, I make a good paycheck. I get good benefits.” Really, I mean, you could do that anywhere. You could make more money somewhere else, you could get great benefits somewhere else. What is it—if there’s something that you really love, it’s about more than that. The reason that we talk about the money or the benefits or the things that first some out of our mouths is because that’s that most obvious stuff. Those are sort of the manifestations of something bigger but it’s hard to talk about.
What Simon mentions is that the Why comes from the part of our brain the does not control language. It controls feelings and beliefs, which is what the why is, but it doesn’t control language. So it’s hard to talk about why we do what we do, which is why we so often resort back to the What and the How. And so when you say “What do you do what you do?” “Well, do make money.” Well, no. I mean that’s—yes, you need money to live, but it’s really more than that. If your Why is really to make money so you’re gonna make a ton of money. What are you gonna do, roll around in it? I mean…money is just a result. It’s not why we do what we do.
Zephan: Right, and you actually kind of answered the next question I was gonna bring up there—why do so many people misconstrue money for what brings on that happiness? A lot of people are like, like you said, they get these benefits, the get this paycheck and this is why they’re happy, and it’s not at all. It’s just that these are kind of the vessel to their why. Almost like the medium in which is travels on. Same thing for this podcast. It could come out on YouTube, it could come out on iTunes, it could come out, you know, in an MP3 form from somewhere else, but the message is still behind it all. So I think that is really great, to know that our brain doesn’t really process turning our why into natural language when we’re speaking. That’s something that’s really important for me to understand now too and thanks for sharing that.
Now, wanted to bring up a little bit about how you got to where you are now. Just kind of curious, you know, we were talking before we jumped on this call that you kind of have a similar background to me. We both worked at the Apple Store at some point in time and that was kind of like our in-between. So I’m curious if maybe someone went and did research, like, are all these people leaving the Apple Store and going on to do really great things? Who knows, they’re all very creative people. But, you know, maybe just share with me a little bit about how you got to where you are now and what your Why is.
David: Sure. Uhm, so, as you mentioned I went through some stuff in my life. Things kind of blew up and I ended up finding myself at the Apple Store, which was great, I loved it. Worked with a lot of great people there. and I—I usually don’t tell this part of the story, but—and you can edit it out if you need to—but I was walking to the back room after my shift was over one day, and I was just sort of talking to myself, as we often do and don’t realize, and I—as much as I loved working there and I loved the people and I loved the environment, I just—I couldn’t afford it. I had a wife and a brand new baby and—I just—they couldn’t take me on full-time, I was working part-time at the time, and it just wasn’t working out.
So I said under my breath to myself “Ugh, I really need to find another job.” And a buddy of mine heard me, and he said “Hey, my best friend just started this new company, and basically what they do is door-to-door summer sales.” Like, I don’t know if you guys have it out where you live, but they go door-to-door and sell pest control or, you know, that garbage. So he was like “You can make a ton of money in a summer and it’s just enough. You only have to do it for three months, make enough money to hold yourself over ‘til you find something else.” And I was like “I hate sales” so I loved Apple because I didn’t really—their sales model is different than everybody else. And I’m not that good at it, but I was like—I was kind of desperate.
And so I went to this company and I talked to this guy. And they happened to find out a little bit about my background, which is corporate training, and I was a little more qualified, I think, than to do door-to-door sales—which I was willing to do, by the way—but they said “Based on your qualifications and stuff, we actually need somebody to run our training here. So we’ll hire you on to do that.” and I was like “Great!” So about a week after I started, they told me they were gonna have an event and they were gonna have a speaker come in, and so I was like “ok, cool.” So I showed up to the event, and the speaker happened to be Simon Sinek.
David: And this was before anybody knew who he was, he didn’t have his TED talks or books or anything else yet, this was back in 2009. And I heard Simon speak and he had this message about Why and the Golden Circle and stuff. And if you’re interested, the TED Talk is one of the—it’s the third most downloaded TED Talk of all time. But anyway, I heard this and I was like “Holy cow!” and it’s not like it was anything knew. It was something that I understood, but the way he put it into words so simply is what really hit me.
So I took the idea, this idea of higher cause or purpose and showing up to work because you want to and not because you have to and showing up to contribute to something bigger than yourself and like, you know, all that stuff, and I basically wrote it down and put it into a training manual that I was writing. And so I—Simon came back into town a couple months later and I gave him a copy of it just to show him what he had inspired, and he called me, and he was like “Dude, you heard me speak for forty-five minutes and you turned it into that?” And I was like “Yeah, I guess…” and so he asked me to come and help him, kind of on the side while I was still working for this other company. He asked me to come and help him put together the online Why Discovery Course, which is now on his website, which has gone through several iterations since then, which makes it much, much better than it was the first go-around.
But helped him with that, and then the little company that I was working for, they just—they didn’t—they didn’t get it. So what I was trying to implement there, what I was trying to get them to do, and the culture I was trying to help them build, they weren’t all that interested. And so they said “You know what…we don’t really need you anymore” and so they let me go. So this gave me the opportunity to go work with Simon full-time, which was awesome. And that’s kind of where all this started.
So, to answer your second question, which is what my Why—and it took me a while to figure it out. My Why is to propel positive change so that people can progress toward the things that really matter. Which is why my company is called Propel.
Zephan: That’s awesome. So you’ve obviously had some pretty amazing experiences that have led to this point. It’s neat that I’m hearing a common denominator between a lot of people, in that you kind of just found yourself in a room with him, and this is how things get connected. It’s really cool. For everyone listening, we had a podcast recording with Eric James, who found himself in a room with Sir Richard Branson and actually is going to be the first photographer in space on the space flights with him. So it’s funny how this stuff works. A lot of people think that “Oh, I could never get in touch with this person” or “There’s no way that I could do what I really want to do” and it’s like…the magic really happens when you just kind of put it out there and land in the same room as them and you just show them that you’re a hard worker and that you’re doing amazing things.
David: Yeah. And that’s the key right there, which is—there’s a distinction that we talk about which is the difference between causing something to happen and allowing something to happen. If—and I saw this for a couple years. Because when I first came on with Simon full-time, I was doing a lot of the communication stuff, I was handling all the emails that came in and whatever, and we had so many people that said “Oh, I’m so inspired by what you’re doing. Would love to come work with you. Do you have any jobs available?” And there were other people, and I noticed—I began to notice that the only people—we’re a very small team, still we’re a pretty small team, about eleven people—but even back then, we were four/five people at most. And what I kind of picked up on was every single person that was currently on the team, or who has been on the team since, is not somebody who said “Hey, I’m really inspired, what can I do to help?” it was somebody who just, on their own, saying “hey, I love that, I’m just gonna do it on my own” and we found out about it and said “Hey, come do it with us.”
So rather than trying to cause something to happen, meaning “How am I gonna be able to get in the room with this person so that I can ask them if I can help,” just do it. You don’t need their permission, you know. And we call what we’re doing, what Simon’s work is, Simon has started a movement. And a movement doesn’t mean that you have to be on the team of the leader of the movement, just do it! If something inspires you, just do it independent of the leader. You don’t need him. Or her. And if the leader happens to notice that you’re doing something great and they say “Hey, we would love to work together,” awesome. But when things are meant to happen, allow them to happen. Don’t try to cause them to happen. It just doesn’t work. At least, that’s what I found.
Zephan: So—yeah, no, absolutely. I mean, we’re seeing this happen over and over again with lots of other people, so it’s one of those things where it’s, uh—it’s kind of hard to back by science and data, but it’s like, you just kind of have to trust in it and have a little bit of faith that things are gonna work out and keep doing what you’re doing. Especially if you believe in it. Because if you believe in it, that’s where it’s really gonna go far.
Now, so, once we kind figure out this why and we can at least clearly put it into words, is there some sort of model, or maybe just some tips or advice that we should take, for getting started? Because a lot of people get wrapped up in the bigger picture of “Here’s why I want to do this. Here’s the big change that I want to see in the world.” Obviously I can’t just wake up tomorrow and everything is gonna be sunshine and daisies. So is there anything we can do to kind of like make sure that we follow through with breaking this down into little steps or planning this out? Kind of like how you took what Simon said and solely created this, I guess, manual in a sense of how to do that?
David: Yeah, and it’s a—that’s a longer conversation, but I’ll give you a couple of simple things. So, just to give some context, the manual that I wrote was pretty much just a sales training manual. So if you want to learn how to sell based on Why, read that. if you want to learn how to live your entire life, or pursue your career or whatever it is based on Why, the first step that we always tell people, and it’s the simplest thing—it’s not easy, but it’s the simplest thing you can do where most people fall short—is talk about it. Communicate it. Right. And the reason most people don’t talk about it or don’t communicate it is they don’t understand it clearly enough to be able to talk about it.
So, step one, obviously, find out what it is. There are a couple different ways that you can do that. Once you know what it is and you can start to articulate it, talk about it, blog about it, tweet about it. Just start talking about it. And as you start to tell people what you believe, as you start to tell them about the world that you imagine or the thing that you’re working toward, you’ll inspire other people who believe in the same thing, who want to help you get there and you will naturally attract other people who share your common values and beliefs. Alone, you’re not gonna be able to do anything great. None of us can. But when we talk about it, when we can begin to attract other people who believe what we believe and want to help us build the world that we imagine, together, we can accomplish anything.
And so, just start talking about it. Even though it’s not perfect, even though—it takes practice. It’s like riding a bike, right. You’re not gonna be great at it at firs.t I’m still practicing, you know, how to talk about my Why and how to articulate it and how to bring it to life so it inspires other people. It’s hard. It’s not an easy thing to do. But the more you do it, just like riding a bike, more practice you get, the easier it becomes.
Couple other things just to—that I can throw in there just as a couple of tips is every decision that you make will either get you closer to your Why or farther away from it. So when you’re gonna make a career decision, or when you’re gonna make a decision to hire somebody, or you’re gonna make a decision to partner with somebody, always go back to your Why and use it as a filter and ask yourself the question “Is this decision going to get me one step closer to the world I imagine or one step farther away from it?” So just 7start using your Why as a filter for every decision that you make.
Zephan: That makes perfect sense. I imagine that some people should kind of print this out and have it on their desk or something do that you can look back to it every day.
David: Absolutely! Put it somewhere where you’ll always see it. There’s also a really powerful thing, which is symbols. I have a propeller on my desk, which reminds me to propel positive change every time I look at it. So if there’s a symbol or something you can have handy—symbols are really handy because they just, they trigger in our minds, they remind us of things. So yes, have the words up there. But also, if you can find a symbol of some kind, that’s really helpful too.
Zephan: It’s funny that you say that. So for the longest time, when I was working to overcome a lot of my issues with anxiety and depression, I actually used to keep a paracord bracelet on. This black paracord bracelet. You know, nobody saw it and said “What does that mean?” it’s just kind of an accessory piece. And it was something great, because I had it on me at all times. And often, people wouldn’t notice this but it I was feeling anxious, I would actually like play with it or unclip it and clip it back on and just kind of like—it was a nice thing to have on me almost as a totem so that I could come back to—you know, like they would say in Yoga, so that I could come back to my breath, or come back to my heart center.
And so it’s really cool that you have that. I’m actually thing, maybe I should probably get something for myself, because I don’t have that anymore and it would be cool to have something like that. So thanks for sharing that.
Now, once you start sharing what you want to do, because—and I’ve had this talk with quite a few people now. They get this brilliant idea. You know, whether they share it with their parents or they share it with their friends, there’s gonna be naysayers. There’s going to be people, without a doubt, that will say “Oh, this will never work” or “You can never accomplish this.” So how do we go about not getting discouraged when that happens? Because it’s bound to happen.
David: Sure. Uhm, well, let me ask you this: There were plenty of people that said we would never land on the moon. There were plenty of people that said there would never be horseless carriages—I mean, pick your innovation, right. There have always been naysayers, and the people that actually went through and actually invented anything or came up with anything of any worth, ignore the people that said it couldn’t be done, right. The point is not to try to convince everybody that your idea’s great or the world that you imagine is going to happen. The point is to surround yourself with people that do believe it’s going to happen. Surround yourself with those people. Who cares what everybody else thinks. If it’s something that you believe in, go for it.
And it’s easy to say when we’re having a conversation, a little harder to do in practice, but ignore it. It’s like—it’s almost like—and often, we do this to ourselves. We come up with this great idea and we think “Oh, that will never work.” Why not? Ask yourself why wouldn’t it work? Maybe it wouldn’t work with the current skills and abilities that we have, but even more important, then, to imagine what the world is that we imagine, bring more people who want to bring people together and get ten minds working on it rather than just our one mind. Cause they might have great ideas we never would have thought of that can actually make it come to be, you know.
Zephan: Yeah, and it probably goes back to that quote—I’m probably going to butcher this—but it’s something along the lines of whether you think you can or you can’t, you’re right.
David: Right. Totally. Henry Ford, yeah.
Zephan: Yeah, and surrounding yourself—you are also the average of the people that you surround yourself with. So maybe that means you might have to vocalize it to a hundred people. Even if there’s just three people who believe in it, you better start talking to those three people a lot more, right?
David: Yeah, and I mean it goes in line with the message that I share, again, based on Simon’s work, which is a lot—some of the people in the room that I speak to don’t get it. They think I’m an idiot. That’s okay. But if we’re inspiring everybody else, cool! I think Apple is a great example. Which is they don’t have the largest market share, right. They’re fairly small in the computer market, at least. Apple doesn’t really care if you buy their computer or not. They are more interested in surrounding themselves with people who believe what they believe. Who are interested in creativity about—you know, kind of expressing themselves, this individual expression kind of thing. That’s what’s important to them.
If you want—if you believe in that and you want to come and join Apple and be part of that family and buy their products, awesome. If you don’t, they don’t really want you anyway. Because you’re kind of just gonna muddy up the waters. Don’t worry about the people that don’t want what you want. Do after the people that do.
Zephan: Exactly. And so one of the things that I think you’ve shared about when you talk in the past is building this sense of trust and authenticity when you are doing this. So what are some things we can do to make sure that—or to just help people along in trusting us and trusting what we’re after?
David: Uhm, two main things come to mind. One is tell the truth. You know, I mean, it’s—again, sometimes it’s a simple thing’s not easy, because we—most of us don’t flat out lie to people, but we bend the truth. We tell little white lies. We short of sugar coat things a little bit. Don’t do it. I mean, it’s just—there’s no better way to present your authenticity than to just tell the truth. And it takes practice. And it’s tough, right. Cause when, you know, your girlfriend says “Hey, do these jeans make me look fat?” what are you gonna say? There are way around it. You can say “I like the other one’s better,” right. Just tell the truth.
The second thing has temporarily slipped my mind, but hopefully it’ll come back. Uh…what was it. So people can…we can build trust… Oh! Don’t—and this kind of goes along with being honest, but don’t pretend like you know everything. Don’t pretend like you’re good at everything. Nobody’s good at everything. Admit what you suck at! Don’t admit that everything is fine when it’s not in a work situation or whatever it is. We don’t trust people who have all the answers. If you have a—if we have an acquaintance or somebody and every conversation we come up, they know everything about that subject, there’s something weird about—I mean, they clearly don’t. We don’t trust people that know everything.
So admit what you’re not good at. Admit what you are good at. And the interesting thing is, most of the things that we’re not good at, we don’t really like to do. So if we pretend that we’re good at everything or we tell people that we’re good at everything, they’ll ask us to do everything and we’ll hate half the stuff we do because we’re not good at it, really. So if we tell people what we are really good at, tell people what we’re not so great at, they’ll have us do more of the stuff that we’re good at and they’ll get somebody else to do the stuff that we suck at.
Zephan: That’s a really good point. And being honest and—for your own happiness too. I mean, you don’t want to do the things that you’re bad at because you’re gonna dread it all the time and at the end of the day, you should be doing whatever’s gonna have you happy at the end of the day.
So, let’s—real quick just to round this off—let’s go back to the Golden Circle. This is rooted in human biology. This is not something that someone put down on paper and said “This is how it works.” This biologically is how our body’s function, right?
David: Right. I mean, just so we can make it a little more visual for people, let me just—I’ll just drop it down real quick. This is the beauty of Simon’s ideas. They’re simple enough you can just put them on a napkin.
Zephan: And for those of you guys listening, right now, we will have this video up on YouTube and on our site so you can come check this out to actually see this.
David: Okay—sorry, I can’t see my camera now, can you see that?
Zephan: Yeah, man.
David: Oaky, so, Golden Circle, pretty simple. Bulls eye, Why, How, and What. So biologically—and I mentioned this a little before and I’ll touch on it again here—but if you take a cross section of our brain and compare it to that Golden Circle, it matched up perfectly. So if you look at a brain from the side angle, right, the outer section of the brain that corresponds with that What level of the Golden Circle…which I just dropped…is the neocortex. This par tout here. This is the part of the brain that controls a lot of our rational thinking, our intellect, our ability to process facts and figures and features and benefits and all that logical stuff. And it also controls our language.
The center two seconds of the brain that correspond with the Why and the How level of the Golden Circle is the limbic system. And this is the part of the brain that controls all of our feelings—like trust, loyalty, love, all the other ones—it’s responsible for all of our decision making, all of our behavior, but it doesn’t control language. So this is why the Why is difficult to talk about, because it comes from a part of the brain that controls those feelings or those beliefs but it doesn’t control language. So they usually—the thing that we usually do is we default to what we do and how we do it because that’s where the language lives. Is in the What.
So it’s easy to talk about what we do, but it’s really hard—you know, emotional questions are tough to answer, right. “Why do you love your girlfriend?” “Uh…oo…I don’t know.” Really? Put that on her birthday card. See how see likes that. And so we push a little hard “Come on, tell me why you love your girlfriend. Why do you love your boyfriend?” I don’t care who it is. “Uh, okay, well, she’s fun, she’s—”
Zephan: You start to go with everything that’s on the surface.
David: Right! The first things that come out, fun, smart, I can trust her, we spend tons of time together, she’s like my best friend. Great, sounds like a dog… I mean, really! You just described the same characteristics that a really nice Golden Retriever might have. So, why do you love your girlfriend? “Well…I just—I don’t know. I can des—she completes me.” Seriously? Like, what does that even mean? Nobody knows what that means. So what we’re attempting to do is to try to put these feelings that we have for another human being into words form a part of the brain that controls those feelings but does not control the language. And so there’s a disconnect, and so we struggle with it.
So most organizations and most people start with What because that’s easy to talk about. Why we feel, I mean we get it, when we work for ourselves or we work for an organization where we feel we belong, where we feel like it’s a family, where we feel fulfilled, we know what that feels like. But if you ask us to put that into words, it’s really hard to do. Not impossible, just really hard.
Zephan: Right, and so—I mean, it takes work, it takes time, it take vocalizing what you really want to do. And, for everyone listening, this won’t happen overnight. And it’s perfectly okay that this won’t happen overnight because it’s about the journey to get there. And once you figure it out, things are gonna be pretty darn amazing after that point.
David: Mhm. And you bring up a good point to about it not happening overnight. This is a process. And I think, especially for younger folks, and I’m slowly slipping away from that demographic…but I—I’m kind of on that ridge, but for especially for millennials, there is such a pull for immediate gratification, right. Where—I mean, if you want to watch a movie, get online and watch a movie. If you want to talk to a friend, text them, they’ll text you back. If you want to instantly feel better about yourself, jump on Facebook and see how many people have liked your post. I mean, we get this instant gratification. Anything we want, you want to buy something? Get on Amazon, you can get it the next day.
It’s like instant gratification for everything. And so, so often, we get into our own businesses where we work for an organization, and if we don’t advance in three months, or we don’t find that fulfillment in a week, we think “Ugh, this just isn’t working. I gotta go find something else.” You can’t rush biology. You can’t rush these things. Some of these things are just a process. It’s a human thing and it takes time. It takes time to build the relationships that you need to build that trust to move up in an organization, to be trusted by your leaders. It takes time to get your customers to trust you if you’re running your own business and you don’t have, you know, crowds of customers flocking to you overnight. It just takes time. Trust is not something that you can like—it’s not instant. It’s a process. You just have to be comfortable with that and okay with it.
Zephan: Yeah, and with that instant gratification thing, it’s actually—we need to be careful because it’s getting worse. Now, they just opened up from Amazon, in my zip code, I can order from like twenty-five thousand items and have it delivered to my house in two hours for an extra ten bucks. If I’m on the toilet and I’m out of toilet paper, in an hour, they will deliver another thing of toilet paper for an extra ten bucks. So—and they just released this other thing the other day, where it’s like these buttons now. Where if you ran out of dishwasher detergent, you can have a button on your dishwasher and when you hit it, it automatically orders whatever detergent you have listen in your Amazon to be shipped to you.
So I think we really have to be careful with that, because we’re gonna be battling that in the future when it comes to doing things. Like discovering our Why. Because we’re gonna expect something to happen within an hour or two, and it’s probably gonna take a year or two, if not more.
So this has been really great talking to you. I’m sure we could go on and on about this, but I’d love to share with everyone listening. Is there some websites for people to check out, some resources for them to look at? And maybe if you have the link for your podcast so people can check you out?
David: Sure. So my website is propel-inc.com. You can get a lot of information, also, from Simon’s website. It’s startwithwhy.com. Start With W-H-Y.com. Simon has two books out, which are just incredible. The first one is Start with Why, and the second one is called Leaders Eat Last. The link to the podcast, you can find it—just Start with Why podcast. You can find it in iTunes or on Stitcher Radio as well. Uhm…I think that’s it. And I’m sure you’ll put those in links on your podcast as well.
Zephan: Yeah, man. So thanks so much for being here today. Just so everyone knows who’s listening/watching this, all those links will be listen on our website www.yearofpurpose.com along with the transcript. If you like this episode, don’t forget to hit subscribe and leave us a friendly review. Thanks so much for being here, David. It’s been really great and I can’t wait to talk to you again.
David: Thank you.