Simon Sinek’s book Start With Why offers a compelling framework for how organizations can build stronger, more motivated teams—and it applies directly to insurance agency leadership.

“When an organization is filled with ‘good fits,’ those who believe what you believe, success just happens,” said Sinek.

Finding the Right People

Sir Ernest Shackleton, who led three expeditions to the Antarctic—including the infamous Endurance voyage in the early 1900s—surrounded himself with a team of noble and adventurous explorers. When searching for crew members, he clearly described the type of people he needed through ads placed in The New York Times in 1915. He even noted that a “safe return was doubtful,” yet he still needed people who would not give up, no matter the circumstances. Despite the disaster that followed when the Endurance became trapped in the ice, Shackleton was able to lead the entire crew to safety after they camped on sea ice until lifeboats arrived.

The lesson is straightforward: when surrounded by like-minded individuals, success tends to follow. When employees feel they belong and are important to the organization, they are more motivated to work toward the company’s goals—doing the job for themselves as much as for their employer.

Purpose Over Process

Many companies focus on the how or what of their operations rather than finding their why. Looking at Apple as an example, Steve Jobs gave employees a filter, a context, and a higher purpose around which to innovate. Apple employees look for ways to bring their cause to life in as many places as they can—and it works.

“Great companies give their people a sense of purpose or challenge around which to develop ideas, rather than simply instructing them to make a better mousetrap. Companies with a great sense of why tend to ignore the competition. Innovation is invaluable for navigating struggle, making it easier to weather hard times or even to find opportunity,” said Sinek.

Illuminate the Higher Cause

Employees don’t give up when they understand the higher cause. The Wright Brothers, Shackleton, and Apple’s leadership all believed they could be the best—and they trusted their people to make it happen.

Sinek illustrates this with the story of two stonemasons. One man chipped away each day in the heat, resenting his job and viewing it as nothing more than a paycheck. The other saw that he was building a cathedral—he understood the big picture. The latter had a sense of purpose and felt part of something greater. He likely knew he would never see the finished product, yet he was content to contribute to its creation.

People working together for a common cause build trust and camaraderie. Companies with a clear sense of why are able to inspire their employees, and that energy attracts others who are eager to join. Inspired employees can become the organization’s best recruiters, bringing in like-minded candidates who share the company’s core message and values. Those who do should be rewarded. From management on down, employees in these organizations recognize that they need each other to succeed.

Lead the Teams

The average company gives people something to work on; the most innovative organizations give their teams something to work toward. The role of a leader is to create an environment where great ideas can happen. It is the people on the front lines who are best positioned to find new ways of doing things. Agency owners and leaders need to draw out those ideas and help employees feel empowered.

Many companies have star employees and top salespeople, but few build a culture that consistently produces great people as a rule rather than an exception.

Putting It Into Practice

Finding your company’s why is essential. The examples of Shackleton, the Wright Brothers, and Apple all demonstrate how important it is for people to work toward a greater purpose. Agency owners who inspire their teams—and who involve employees in defining that purpose—create organizations that are more resilient, more innovative, and better positioned for long-term success. A good starting point is the next planning meeting, where owners and employees work together to articulate what the agency truly stands for and why it exists.