The concept of why is already in the vernacular. It is now a noun. "That company doesn't know their why." "They need to learn their why." "That politician needs to understand his why." We talk about it as a noun. That never existed prior to 2009. That never existed prior to 2006 when I first started articulating it. This is the most amazing thing to me. It has now become a concept. It's part of the way we think about businesses and transactions and decisions.

If you sell what you do, you're a vendor. If you sell why you do it, you're a brand.

I don't hire any companies or ask any of my friends to write reviews for me on Amazon when I have a book come out so they can drive up my ratings on Amazon. I don't have a publicist.

Good leadership is always human. It takes time and energy. It is hard work. Which is why good leadership is so special when we find it.

People don't buy what you do; they buy why you do it and what you do simply proves what you believe.

Risk deters those who see what they could lose. Those focused on the gain see it as a necessary part of their journey, even if the possibility of loss exists.

The responsibility of leadership is not to come up with all the ideas but to create an environment in which great ideas can thrive.