by Chaveso Cook and J.B. Cuartas
Simon Sinek’s Start with Why is a cultural phenomenon that has captured the hearts and minds of leaders around the world, from corporate executives to military officers. His simple message—find your purpose, and everything else will fall into place—has turned him into a global leadership guru. But here’s a hard truth: in an increasingly complex world, particularly in the military, “why” isn’t enough. As service members, we face complex, high-pressure environments where the path of purpose must meet practicality. Sinek’s ideas come up too short for that longer march.
The Allure of “Why”
It’s easy to see why Sinek’s messages resonate. His TED Talk and other videos have been viewed millions of times, and his books are often found on the desks of military leaders. At its core, Sinek’s framework starts with “Why,” followed by “How” and “What,” speaking to the importance of purpose. In the military, where we are bound by a higher call to serve and defend, his message generally aligns with our sense of duty. Purpose-driven leadership sounds right. It also feels right.
But here’s the challenge: military leadership is more than just purpose. It’s about values. It’s about making decisions in ambiguity, dealing with life-or-death stakes, balancing competing demands, and leading varied teams. In military scenarios, effective leadership requires immediate problem-solving and an ability to adapt to evolving missions. For instance, as operational demands shift in combat zones, the “why” behind a mission may change, or it may become less relevant than the immediate “how” and “what”. Bluntly, Sinek’s framework doesn’t address those realities. And we’re not the first to point it out.
Where Sinek Misses the Mark
Sinek simplifies leadership into an emotional appeal, a narrative that strips away the complexity leaders face daily. In his world, finding a higher purpose makes everything else fall into place. In the military, there’s no lack of finding higher purpose, which could be defending freedom, supporting our national interests, upholding the constitution, and more. But anyone who has led in the military knows that purpose, however lofty, ideal, and vital, is only one part of the equation. Here’s where Sinek’s ideas fall short:
1. Idealism Meets Realism
Sinek’s approach leans too heavily into idealism. Yes, purpose matters, but so do the gritty, less glamorous aspects of leadership—like maintaining readiness, responding to the late-night needs of troops, or working within fiscal and operational constraints. Purpose doesn’t help when you’re stretched thin and balancing unit morale with increasing demands from higher-ups. The solution at that point isn’t simply inspiring your people with “why.” Purpose needs to be paired with practical, strategic, and harsh decision-making. That requires discernment and realism.
2. Complex Leadership Requires More than Purpose
Leadership is about making hard choices in ambiguous and rapidly changing environments, often “in extremis.” Leading Soldiers or Marines through chaotic combat situations, responding to moral dilemmas, or navigating the political waters of command cannot be solved with a singular focus on “why.” Sinek’s framework feels shallow in contexts where leaders must blend strategy, empathy, and execution—while also managing risk, the task at hand, and the unknown.
3. The Lack of Practical Application
Sinek’s mantra is inspiring, but it doesn’t offer enough practical tools. Military leaders need clear steps on how to translate purpose into action, especially when the mission itself can shift rapidly. Often, those practical lessons aren’t apparent and need to be directly shown, especially for young leaders. How do you “start with why” when operational priorities change or when you’re handed a new mission set that conflicts with your original understanding of purpose? Sinek leaves much of that question unanswered.
The Importance of Empirical Evidence
One of the most glaring critiques of Sinek’s work is the lack of empirical evidence supporting his claims. Data-driven leadership and performance metrics are essential in the military and other large organizational contexts. You don’t have to dig deep to see that his ideas are only built on anecdotes from well-known leaders. Frankly, the plural of anecdote isn’t fact.
Where is the data that shows “starting with why” makes for better leadership, especially in the military? Sinek relies on science-y words, but no science. Military leaders are taught to rely on evidence, after-action reports, and empirical analysis. Sinek offers none of this rigor. His ideas sound great, but they don’t stand up to scrutiny when looking for actionable insights.
Oversimplifying Organizational Behavior
Sinek’s framework, though appealing and catchy, is reductionistic. Overshadowed are the more nuanced organizational theories, such as B.F. Skinner’s work on antecedents. As Skinner posits, behavior is shaped by its antecedents, suggesting that actions should be contextualized within both immediate triggers and broader organizational structures. By focusing too early on “why,” Sinek risks alienating leaders who require practical, data-driven tools to navigate complex environments before arriving at a clearer purpose.
In large organizations, antecedents and operational demands often dictate immediate
action. The process of defining a collective “why” may therefore be premature, especially when leadership audiences lack sufficient experience to conceptualize the foundations of their actions. For instance, military operations demand a focus on procedures and execution during crises—delaying decisive action to explore “why” could be detrimental. In contrast to Sinek’s approach, pragmatic organizational behavior theory encourages leaders to first address “what” and “how” before engaging with abstract purposes.
Representation and Acceptance
Perhaps one of the most significant oversights in Sinek’s work is his failure to address diversity and inclusion meaningfully. The military, with its diverse voluntary ranks, needs to leverage everyone in every formation to win our nation’s wars and defend our shores – make no mistake about that. To do so, leaders must understand how to inspire people from different backgrounds, experiences, and perspectives. For example, a military leader must effectively lead a formation composed of Soldiers with multiple combat deployments or training rotations versus those coming straight from basic training.
Sinek’s “why” may work for a homogenous team, but what about leading and inspiring a unit where soldiers come from a multitude of racial, ethnic, and socioeconomic backgrounds? Effective military leadership must, therefore, not only articulate a purpose but also ensure that it is informed by the broad spectrum of experiences within the ranks. His framework doesn’t address the need for inclusive leadership—a critical component for high-functioning teams for the personnel needs of today and beyond, as well as best addressing the principles for future warfare.
What Military Leaders Really Need
The military needs more than purpose-driven rhetoric. We need leaders who understand that “why” is only one of many tools in the leadership toolkit. The rigidity of Sinek’s model in focusing on “why” does not cater to the necessity for adaptability and quick action, which are essential in military operations. We need leaders who are equipped to:
- Balance Purpose with Practicality: Knowing “why” we serve is important, but so is executing the mission. Effective leaders understand how to weave purpose into decision-making while balancing creativity and practicality, remaining pragmatic about the limitations and challenges they face.
- Lead Through Complexity: Military leaders must navigate complex, shifting environments where the “why” may change. They need strategies for leading in ambiguity, where answers aren’t always clear-cut, and purpose alone isn’t enough to drive success.
- Foster Inclusive Leadership: The military is an institution built on diverse experiences. Whether in the business world or the military, leadership should begin by identifying and understanding the core stakeholders—employees, customers, or those in uniform—and tailoring strategies to meet their needs. Effective leaders must inspire everyone—across various backgrounds and experiences—and this requires more than just starting with “why.” It requires emotional intelligence, cultural competence, consistent presence, and a deep understanding of the individuals within the unit.
- Don’t Forget the Who in the Why: Successful organizations and leaders do not merely start with purpose but understand who they are serving and where they are taking them. While Sinek argues that purpose-driven leadership inspires followers, critics point out that inspiration without execution can lead to poor results. In fact, many organizations that focused on their “why” early on faced challenges scaling their businesses because they neglected practical aspects like strategy and operations.
The Real “Why” of Leadership
Ultimately, Sinek’s version of finding your “why” is an important start point, but it’s not some leadership panacea. In the military, leadership is about blending purpose with real-world practical realities. It’s about leading with empathy, but also making hard decisions in the face of competing demands. Purpose matters, but it’s not enough on its own.
So, next time someone suggests Sinek’s latest book or you come across one of his viral videos, ask yourself: what’s your real why as a military leader? Because in the end, leadership isn’t just about knowing why you serve—it’s about knowing how to lead when purpose meets the complexities of reality.
Chaveso “Chevy” Cook, Ph.D. is a U.S. Army officer on the Joint Staff, a former battalion commander, a retired LTG James Dubik Writing Fellow, and a co-founder of the nonprofit Military Mentors. His writing focuses on challenging leaders, mentors, and mentees to authentically embrace self- and social-awareness, build character, and foster adaptive, high-growth organizational cultures.
Dr. Jesus “JB” Cuartas is a Senior Leader with the U.S. Government and an Adjunct Professor at Georgetown University. Dr. Cuartas has led organizations in emergency and disaster management, homeland security, continuity of operations, and energy/critical infrastructure sectors. Dr. Cuartas holds a Doctorate in Business Administration from the LeBow College of Business at Drexel University, a Master’s in Emergency and Disaster Management from Georgetown University, is a Certified Emergency Manager and is a veteran of the U.S. Army having served nine years with two combat deployments as a Sapper/Combat Engineer.
