There is something to be said for being the smartest or the most talented one in the room...too bad it doesn't help much in reality.

Success, by any definition, is a team sport. I learned this little detail the hard way. There was a time in my life that I thought that if I wanted to make anything out of myself, I'd be responsible for all of it by myself. I thought I could do everything primarily because I thought I should do everything.  I needed to know how to be the boss, the accountant, the creative director, the marketing manager, the HR director, set the strategy and do the work with my clients.  Even if I hired or worked with others, I wanted to be the final say on everything. This was a brilliant strategy until three things happened:

1. I learned I wasn't good at everything

2. I didn't have the energy to do everything

3. I failed

The human animal is a social animal and our survival and success depend on our ability to find communities of people who share our values and beliefs. When these communities form, trust emerges. It is then that the human animal will adapt from a survival instinct by self-preservation to one of working for the good of the community.  Both are designed to help the individual survive, but it is the community that creates the greater chance of not only survival but success.

The book Wisdom of Crowds delves into this. Groups of people make more accurate decisions than individuals, for example.  In other words, asking for help is scientifically proven to enhance the quality of the decisions we make.

Once I hit a point where I had no choice but to ask for help, things started to dramatically change.  For one, I let go of the belief that I should do everything which meant I finally accepted that there was no way I could do everything.  The more honest I was to myself and out loud about my strengths and my weaknesses, the more people who showed up to help do the things I was not good at.

There is not a single thing I'm doing these days that is not as a direct result of someone helping me. Some showed up to do specific tasks that I'm no good at - like accounting.  Some take specific responsibility for things that I don't excel at - like developing systems. But the vast majority of the help that I've been given comes from people who have introduced me to someone who they think could benefit from my message and from whom I could benefit from their platform.  In other words, mutually beneficial introductions...introductions that are good for the community.

The more willing I am to ask for help, the more I am able to help others.  I've transformed from working for myself to working for others which, ironically, has helped me grow as an individual more than I ever imagined.

Offer your strengths to others and you'll be amazed how many people offer their strengths to you.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

I flew to London and back on Delta Airlines, which was great because I got to play my new favorite game: spot the old Northwest Flight Crew.  Northwest and Delta merged last year to form America’s largest airline. Though the planes are now painted the same color and the crews all wear the same uniforms, they do not all act the same way. The cultures of the two companies, more specifically how management treated their people, significantly impacted how their people treat their customers.  So much so, you can tell from which company a flight crew came from simply by observing how they treated customers.

The rules are pretty basic; when you fly Delta Airlines, try to guess if your crew is native Delta or ex-Northwest. The game goes beyond just a couple of bad eggs – those employees who, no matter what the corporate environment is like, will always do the wrong thing.  This game is about identifying a common pattern or theme among a group of employees that provides clues as to how they have been managed or treated in the past.

I admit, it’s a pretty easy game. Northwest must have treated its people so badly for so many years for the difference between the two crews to be so stark. Here are some pointers to help you should you ever decide to play:

Impatience: Ex-Northwest employees have no patience for customers. They can regularly be seen rolling their eyes when passengers ask for anything or perform even the slightest infraction of any rule or command. The native Delta crews, in contrast, are more likely to smile if a passenger asks for anything and show a little more patience.

Hate Thy Customer: The ol’ Northwesters can often be heard in the galleys complaining about a passenger or two (this among other things they can find to complain about). If someone who has a customer-facing job seems to have such contempt for customers, think about how that will impact their behavior towards the customer. In contrast, you may stumble upon a conversation of Delta folks gossiping about their personal lives or figuring out how to solve some issue that was raised on the flight.

Short Fuse: The grumps from Northwest are all on short fuses. It takes barely a squeak from a passenger for a flight attendant to berate that customer. Public shaming of a passenger over the intercom is also a favorite. I find Delta natives to have much more patience for those with whom they are charged to look after and will often address specific customers directly should they need to.

Pass the Buck: Despite the ease of this game, you’ll be hard pressed to find a Northwest crew who accept accountability for how they act. Northwest employees, you see, don’t like to take any responsibility for anything that happens.  If they are abusive, impatient or generally unhappy, they will justify anything they have done by passing the buck.  “It’s not our fault. If we don’t do it that way,” they rationalize, “we’ll get in trouble.”

There is a side of me that feels sorry for the old Northwest people.  Like abused dogs who become unfit to have as pets, so too have many Northwest employees been so abused over the years, it is actually left many of them unfit for to work with people anymore. Like any person on the receiving end of an abusive relationship, they have completely lost trust in management to help them in anyway.  They hang all their hopes on their union to protect them even though, with their union, they received lower pay and poorer benefits than the non-unionized Delta flight attendants. The mistrust runs so deep, that they will work to preserve their unions for fear of what would happen if Delta management had direct influence over their jobs even though Delta crews like their jobs…and their management much better.  In this humble passenger’s opinion, if management has the option, axing some of the most abusive staff may not be such a bad thing for all involved.

The point is, corporate culture matters.  How management chooses to treat its people impacts everything - for better or for worse. Gordon Bethune, the former CEO of Continental Airlines, was able to transform Continental Airlines from the worst airline in the industry into the one of the highest rated without changing the equipment or the people. He did it by focusing not on the customer, but on the employees.  He managed the culture and worked to empower his employees.  He showed them that keeping a plane clean serves their interests more than the passengers.  The passengers leave the planes, the flight attendants often have to stay and fly one, two or more legs on the same aircraft.  The same goes for helping people or being nice to them. It makes for a better day at work when you treat people well.  Well-treated customers are also nicer to be around.

On a recent cross-country trip, I met a Delta flight attendant who plays a similar game to me.  It’s called Spot the ex-Northwest Elite Passenger.  She told me she can tell if a passenger used to fly Northwest based on how the passenger treats the crew.  Apparently, the abused Northwest employees abused their customers for so long that the customers also became combative and mean. Sadly, they tell me, it’s a really easy game to play for them also.

The moral of the story: corporate culture matters. A sour corporate culture can actually make an entire society unhappy. This means that a strong corporate culture can have a positive impact on a society.  So for the good of the planet - treat your employees well.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

“Have you finished that report I need?” my boss asked me.

“I’m nearly done with it. I’ll give it to you by end of day tomorrow,” I replied.

The report wasn’t late and he would indeed get it by the end of the following day. The problem was that I wasn’t being honest. I said I was nearly done, when in fact I’d barely started.

It was just a harmless little white lie that came out almost like a reflex, like an involuntary response. I didn’t say it to mislead my boss; I said it so I wouldn’t look like a fool in front of him. It was self-preservation. There’s no harm in that… is there?

Being honest is tougher to do than most people think. With no intention of misleading people, we tell little white lies nearly every day. Sometimes we tell a little fib to protect ourselves, like the example above, and sometimes we do it to be polite or to avoid offending someone. For example, your friend comes up to you at his wedding and asks: “Isn’t this the best wedding ever?” In reality, the food was bland, the band sucked and there was construction going on next door. But we still say: “Yes! It’s excellent.” Which, by any standard, is a complete lie.

The people in the world who make a real impact are always completely honest -- always. People may disagree with them, they may not be liked, but they are always respected for telling the truth. Simon Cowell, for example, is the only honest voice on American Idol. What he lacks is social grace. Love him or hate him, we respect him for his honesty.

Take this test: For the next 48 hours try being honest 100% of the time. If you find yourself in a position in which you may offend someone with the truth, then answer a different question. For example, if you find yourself at a bad wedding and you’re asked if you’re enjoying it, respond with one thing you did enjoy. “It was so special to see you finally get married,” for example.

I took the test and the impact of being honest surprised me. I had a meeting with a senior staffer for a highly regarded member of congress and she asked me a pointed question: “Did you do any research on the congressman before this meeting?” Had I not taken the pledge to tell no lies, I would have replied “a little,” to not look like a complete buffoon. Instead, I replied honestly: “I didn’t.” No excuses, just the honest answer. At which point she said: “OK, so let me give you some background then.”

Her question wasn’t meant to test me. She asked so she could establish a baseline for how much I knew. Because I was being honest with her, she told me everything I needed to know, which she wouldn’t have done had I told a little harmless lie. Being honest helped me.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

What's the difference between a cat and a dog?

We know they are similar in many respects. For example, they are both mammals, they are both common pets, they are both furry and they both have four legs and a tail. But without getting into the biology, the differences are harder to explain. We know they are different, very different, it's just hard to put into words.  Unlike when we explain the similarities, when we explain the differences we start to describe their personalities more and the superficial differences less.  For example, cats tend to look after themselves more and dogs need more attention. Cats act cool. Dogs are more excitable.

The same is true of mission statements and vision statements.  It's easy to describe how they are similar - it's mostly superficial description.  For example - they are both statements intended to give the people in an organization a sense of purpose or direction. Now explain the differences.

And that's the problem. For some, their definition of a vision is the same definition someone else gives for a mission.  And which is supposed to come first? That's a whole debate unto itself.  Because we we share a common definition of a cat and a dog - any mention of either means we all understand the reference.  But because mission and vision lack common definitions, it's impossible to have a discussion about them...or even say what one is.

This is the reason I rarely if ever use either term - because I can't be sure everyone will know what I'm talking about.  And the first rule of communication is that what people think you mean is what you intended to mean.  Without that, all you have is miscommunication...and that's exactly what most vision and mission statements produce. That's the reason they are generally useless in most organizations. 

To describe the purpose or cause of an organization, I call it the WHY - something with a common definition that we can all agree on.  And to describe the steps an organization will take to make its WHY a reality - those are called the HOWs.  Easy to understand.

If we want to be strict, a vision is the public statement an organization uses to describe its WHY. It should have nothing to do with what the organization does, the products it produces or the services it offers.  It should have no comparative language like better or best.  It shouldn't be about the organization at all, in fact.  It should be about the world those in the organization imagine. The world they want to build.  That's the reason it's called a vision - it's something you can see - something far away that does not exist yet.  "What's your vision?" means tell me what the world looks like if everything goes your way.

Strictly speaking, the mission is HOW you intend to get there. That's where the rubber meets the road.  That's the point at which you can talk about your strategies or your process or your differentiating value proposition.  The mission, like in the military, is literally the task you're undertaking to advance some greater cause.  The mission advances the vision.

If we use the terms WHY and HOW instead of vision and mission, clarity goes up and no one will fight like cats and dogs anymore...if you know what I mean.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

I had just finished my breakfast at 3 Cups in Chapel Hill, NC - a cup of coffee and a biscuit. Getting ready to leave, I noticed they sold my new favorite brand of fancy chocolate, Askinosie. Being rather weak-willed when it comes to good chocolate, I picked up three bars of Askinosie Soconusco (highly recommended...it has cacao nibs on the top). I finished paying and was putting my money away when I noticed there were some little sample size Askinosies in a basket on the counter. I asked the young woman working behind the counter if they were free samples.

"No," she said, "they cost a $1 each."

I put my hand back in my pocket to see if I had a dollar bill so I could get one.  I didn't.  A five was the smallest I had and only 3 quarters in the other pocket.  I didn't feel like breaking the bill.

"Never mind," I said, "next time," as I turned to walk out.

"Hold on," she said, "I'll buy you one."

She scanned the little chocolate and handed it to me with a smile.

I experienced something that I wish there was more of: the empowered employee. Empowered employees have the power to make decisions without a supervisor.  They are entitled to go off script, bend the rules, do what they see fit if they believe it is the right thing to do for the customer. More than any other kind of employee, the empowered employee is able to create a feeling of true customer service that ultimately yields much greater customer loyalty.

The irony of the empowered employee is that their empowerment has nothing to do with the employee. It's not a skill on their resume. There is no specific training required. Empowered employees exist as a result of the way a company is run. When the company has a strong culture born out of a set of clear values and beliefs and hires people who are good fits - who belong in their culture - then they are much more likely to trust their people to do the right thing. And that's exactly what they do.

In my case, this empowered employee spent the company's money. At most other stores, the eunuch working behind the counter would have just shrugged.  At 3 Cups, the employee decided to give a customer who just bought breakfast for two people and $23 worth of chocolate a $1 worth of chocolate on the house - a cost to the store of 50 cents at most.  As a result of the decision made by one empowered employee, one customer walked away smiling and then told thousands of people to go to 3 Cups the next time they happen to find themselves in Chapel Hill, North Carolina.

The alternative is not to empower your employees and save the 50 cents.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

In 1977, the world was introduced to the epic sci-fi adventure, Star Wars.  That little film (it cost $11 million to make (about $38 million adjusted to today's dollars)) has gone on to gross $2.7 billion worldwide. It was also nominated for 11 Academy Awards that year, winning 7 of them.  The original Star Wars has made more money in the United States than the last three prequel movies combined...and they cost $115 million EACH to produce.  And...not a single one of them won a single Oscar.

How is it possible that with all that money, experience and expertise, the Star Wars prequels weren't even able to come close to the classic original?

The answer is simple.  The original Star Wars movie was like a small business; it was an entrepreneurial venture. Under funded and inexperienced, nothing went right on the set of the original Star Wars. The robots didn't work properly. They had to work quickly because of such a small budget.  But the one thing they had going in their favor - the thing that made it all work - was that everyone involved in the project realized they were a part of something special and they all rallied together to make it work.  Though George Lucas was the visionary, it was the actors and the crew that made Star Wars great.  The success of Star Wars came from the blood, sweat and tears of all those involved...from all those who believed.

In contrast, the prequels functioned more like corporations.  Flush with cash, they hired the best of everything.  Like a corporation, the prequels were enamored with themselves and what they could do and how impressive it all was. In contrast, the first film set out to tell a story and challenge the status quo of how movies were made.  Unlike a corporation in love with its own technology instead of offering value to consumers, the creators of the first film used special effects to support the story whereas special effects were the story in the prequels.  In the last three films, there was no vision and no dream.

The similarities don't stop there.

Like a big corporate CEO, in the prequels, the rich and successful George Lucas controlled every detail.  He wrote the scripts, he directed the movies and he oversaw all the special effects...and no one questioned a single decision he made along the way for fear of upsetting the great George Lucas.

But in the first film, Lucas was more like an entrepreneur.  A guy with a big vision, working a little outside of his league, a little over his head.  But his vision inspired those around him.  And they came together to help bring that vision to life. It wasn't George Lucas that made the first Star Wars, it was all those who believed in the vision George Lucas painted.

If you're a small business, let those who believe in your vision help you.  There is plenty of time in the future for you to become big and successful and screw it all up by yourself.  For now, let others help you be successful.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

When Christina plays tennis, she doesn't always win. She's not a bad player; quite the opposite. The reason she doesn't win all the time is that she prefers to play against someone much better than she is. When she does, it pushes her to play much harder than if she played someone below or even at her level. In fact, she gets mad at herself if she wins too often or too easily...it means that she's not challenging herself enough.

Who we choose to compare ourselves to or compete against significantly impacts our future performance. Lots of people are so afraid of losing, they choose to play against someone they know they can beat or at least compete on a level playing field with.  These people will definitely win more often than Christina. And they may improve somewhat. But they won't advance as far as Christina in the long run. How can they? They are not pushing themselves or learning anything new.

We do the same with our careers. All too often, we compare ourselves to those at our level.  Why not compare ourselves to someone way beyond ourselves? If you own a small company - don't compete against other small companies - compete against the biggest and the best.  If you're a mid-level employee - don't aim for the job just above yours, aim for the top job.

If we compare ourselves to the average, then the average is our benchmark. If we compare ourselves to the best, then that's the bar to beat. We should request to be on the team of people smarter than ourselves, demand to be the junior man on the senior team, plead to be the inexperienced one on the project staffed with all the most experienced people. If we always surround ourselves with people much better than ourselves and openly declare that we're there to learn and to compete and to improve...then we will learn, we will compete and we will improve.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

On a recent visit to the Southwest Airlines corporate headquarters in Dallas, I saw first hand why their customers love them so much. It's because Southwest loves its employees.

Nearly every single company on the planet will say publicly that they care about their customers, but most only "care" because their customers are the ones with the money. To REALLY care about customers means you care about them as human beings, not as walking cash dispensers.

The best way to see if a company REALLY cares about its customers is to look inside to see if it cares about its employees first.

100% of customers are people and 100% of employees are people. A company either cares about people or it doesn't. It can't care about some and not others. That's like being half pregnant.

There is no such thing as a company that loves its employees that doesn't also love its customers.  And it's impossible for a company to claim it cares about its customers if it doesn't care about its employees first. And "to care," I don't mean to care about them as robots paid to do a job, I mean care about them as human beings.

All the "best companies to work for" are also the best companies to do business with.  Container Store,Zappos and Whole Foods, are just three examples of companies known to care about their people and, as a result, are also loved by their customers. It is that combination that makes these companies and others like them more innovative, able to charge a premium if they want to and more financially successful.  They don't treat their people well because they are leaders, they are leaders because they treat their people well.

The picture above is one of the pictures I took at the Southwest HQ . EVERY hallway there is filled with pictures of their people. It's not the pictures on the wall that make the culture strong. The culture is strong because they go to great lengths to hire people who "belong." They go out of their way to care about their employees as human beings. The pictures on the wall are just one of the things they do to prove how much they love their people.

Southwest is a great place to work and their people get along. As a result, their people REALLY care about the customers and their customers repay them with undying loyalty.

I wish there were more companies who REALLY cared about their employees as much as Southwest, because then we'd all enjoy doing business with more companies and more companies would enjoy doing business with us.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

There is a problem with any company that says, "we focus on providing value" or "we are a value driven organization."

What do they mean?

There is no standardized definition of the word "value" in business. It's a relative term.

A company focused on "providing value for our shareholders," for example, may act very differently than a company focused on "providing value for our customers."  What's good for one is not always good for the other.  And when a company talks about "shareholder value" - is that long-term or short-term?  The decisions that drive one are often different than the decisions that drive the other.

And what does it mean to "offer your customers value?"  Does that mean the product will cost a lot but every penny is worth it because of the superior quality? Or does it mean that the product or service is really cheap?

To truly offer value, what you need to provide is information.  Let people know what you mean by value so that they can judge you relative to their wants, needs and desires.

"For people who value the ultimate quality no matter the price, we offer the value you desire."

"Want great value? You won't believe how much stuff you'll get for so little money."

"We focus on offering shareholders value on a quarterly basis."

And my personal favorite (because it's true), "Our company is focused on offering our shareholders the best long-term value because we value our customers even more.  And our customers should feel comfortable that they will always be looked after, because we value our employees the most."

Only use the word value when you clearly explain what you mean.  If you don't, people will quickly learn not to value anything you say.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.

Dan Hesse, the CEO of Sprint, is back making commercials for his company.  In the latest version, he is doing more of what he did in previous ads - selling on price.  The top guy in the company, the big boss, numero uno, looks straight into the camera and tells you Sprint's latest calling plan is better than the competition's. That's what the most senior person in the company wants us to know about his company - they're cheap.  

On the opposite side of the spectrum is Phil Knight, the charismatic founder and former CEO of Nike. Knight was the keynote speaker at a conference and, like the CEO of Sprint, he too made a case for why you should choose Nike over the competition.  But Knight took a different approach.  He didn’t say what Nike does or how they are better.  And he certainly didn't attempt to differentiate the company based on price.  Instead, he told a story that explains Why Nike exists.

Looking across the audience, Knight asked those who run to stand up and a good percentage of the room stood up.  Then he asked those who run three or more times a week to keep standing; everyone else was asked to sit down.

Looking out at the people left standing, Knight said, "we are for you." "When you get up at 5 o’clock in the morning to go for a run," he went on, "even if it’s cold and wet out, you go. And when you get to mile 4, we’re the one standing under the lamp post, out there in the cold and wet with you, cheering you on.  We’re the inner athlete.  We’re the inner champion.”

Without a single mention of their latest technologies or which athletes wear their products, Knight makes a vastly more compelling case for Why we want Nike in our lives. Nike may or may not be better, but we are drawn to them because they have a cause.  They know and we know Why they do what they do.  The same can not be said for Sprint and so many other companies.

Phil Knight knows Why Nike exists and he tells us.  It is the same purpose, cause or belief that inspires his employees as well as his customers.  “Just Do It” is more than a tag line, it’s a motto.  It’s a cheer.  It’s a rallying cry. Are Sprint employees inspired to be cheap?

The mistake Mr. Hesse and so many other marketers make is that they tell us what the company does and how they think they are better, but there is not a single mention of Why the company exists in the first place.  And it’s the Why that matters most in a purchase decision.  People don’t buy what you do, they buy Why you do it. And Why is what truly differentiates one company from another.

Nike doesn’t want to make products for everyone, they want to make products for champions.  Champions are not the ones who always win races; champions are the ones who get out there and try. And try harder the next time. And even harder the next time. Champion is a state of mind. They are devoted.  They compete to best themselves as much if not more than they compete to best others.  Champions are not just athletes. Champions are entrepreneurs, politicians, nurses, soldiers, students and Hall of Famers.  Nike wants to make products for all champions. 

What Phil Knight can do that so many other CEOs can't is put his company’s Why into words. And because he can, so can all those who work at the company.  And because everyone in his company can put the Why into words, so can we.  Sprint and Nike are both companies built on brand equity in industries in which there is little to no real difference between one company's products and another's. But we all know what Nike stands for. We only know what Sprint does and we may or may not believe they are better or cheaper, but we certainly have no clue Why they exist. 

Before consumers can know your Why, you must know it. If you don’t know Why you do what you do, how will anyone else?

Your Why starts as a feeling.  Call it drive or passion or inspiration or something in your gut, it doesn’t matter.  Only when that feeling is translated into words can it become actionable and scalable.  Only when others can repeat your Why as clearly as you can, can you lead. And when you lead, you never have to sell on price. Someone should tell Dan Hesse to stop talking about price and start talking about Why.  Come on Mr. Hesse...just do it.

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Everyone knows WHAT they do. Some know HOW they do it. But very few know WHY they do what they do.  Only those who know WHY are ones who lead.  Discover your Why at WHY University.