The premise is simple: if you can make “Why” people are doing something seem meaningful, they’re more likely to do that something a lot better.
If you believe in the “Why”, the rest is easy.
The trouble arises when your “Why” leaves people a little flat. “To make money” or “to increase shareholder value” isn’t enough to motivate people to world class.
And like the drawing implies, the “Why” is just a general, big-picture thing. It’s not a step-by-step instruction manual. The leader sets the “Why”, but it is up to the team to figure out the “How”.
i.e: She can tell us why we’re going to war, but it’s still up to us to fire our own guns.