Sinek makes a distinction that most leaders miss: the difference between culture and results. Results are what you can measure. Revenue. Numbers. Outcomes. You can hire people to produce results, incentivise them towards targets, and manage them against metrics. Culture is what happens when the manager is not in the room. A strong culture is not a set of rules posted on a wall. It is the shared values and behaviours that people default to when no one is watching — because they have genuinely internalised what the organisation stands for. Sinek points to Southwest Airlines as a case study. In the early days of low-cost aviation, every airline was trying to beat the others on price and routes. Southwest started with a different question: how do we make air travel feel human? That belief — that flying should be accessible, affordable, and not miserable — shaped every hiring decision they made. Southwest did not hire people with the right skills and train them to be cheerful. They hired people who were naturally cheerful and warm, and trained them for the skills. The order matters. Skills can be taught. Values cannot be installed. When your WHY is clear, it becomes a filter. Every person who joins has to pass through it. Not just: can they do the job? But: do they belong here? Do they believe what we believe? This is why some organisations feel completely different from the inside than they appear from the outside. The staff are not performing the culture — they are the culture. For Chidi, who is building a startup in Lagos, this means thinking carefully about the first five people he hires. Not just their CVs but what they care about. Because those five people will define the culture that the next fifty inherit — whether he intends it or not. A culture built on a clear WHY attracts people who belong, and filters out people who do not — and that process, over time, is what makes organisations extraordinary rather than merely functional.