You won't be the same after watching this speech

Simon Sinek is a name you need to know. He's a leadership expert, best-selling author, and speaker who teaches business leaders to inspire their customers and their employees. Over a year ago, Glenn read his book Start With Why, which radically influenced Glenn's vision for his company.

In the months ahead, you're going to probably hear Glenn talk a lot more about Simon as he works with him on different projects on and off television.

"I think we need to listen to this guy because he can help us define exactly what we're trying to do and help us define our language so we can come together. I was telling him in an email that I think this audience will be the one that can really change things for the better, that we can actually change things for the better if we all stand together and we all are like-minded and in one accord," Glenn said.

Be sure to set aside some time today to watch Simon's TED Talk "How great leaders inspire action" below:

Transcript of the TED Talk is below:

How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded ... and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.

About three and a half years ago I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern. As it turns out, all the great and inspiring leaders and organizations in the world -- whether it's Apple or Martin Luther King or the Wright brothers -- they all think, act and communicate the exact same way. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world's simplest idea. I call it the golden circle.

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by "why" I don't mean "to make a profit." That's a result. It's always a result. By "why," I mean: What's your purpose? What's your cause? What's your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations -- regardless of their size, regardless of their industry -- all think, act and communicate from the inside out.

Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh." And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that. Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.

Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? You're ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it.

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part:

None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all decision-making, and it has no capacity for language.

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls decision-making doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right." Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you, those aren't other body parts controlling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.

But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.

Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. I mean, even now, you ask people, "Why did your product or why did your company fail?" and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we've never heard of Samuel Pierpont Langley?

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crash before they came in for supper.

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit. He could have said, "That's an amazing discovery, guys, and I will improve upon your technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous so he quit.

People don't buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.

(Laughter)

We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, "What's your conversion on new business?" And they love to tell you, "Oh, it's about 10 percent," proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." That's how we describe them, right? That's like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" -- because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.

These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do it because the technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy why you do it and what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don't buy what you do; they buy why you do it.

So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.

But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product they told us all what they had. They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe.

Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe, I believe, I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.

How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech.

(Laughter)

Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to inspire those around them or find others who inspire them.

Thank you very much.

(Applause)

What do clay pots have to do with to preserving American history?

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Editor's note: This article was originally published on TheBlaze.com.

Why should we preserve our nation’s history? If you listen to my radio program and podcast, or read my columns and books, you know I’ve dedicated a large part of my life and finances to sourcing and preserving priceless artifacts that tell America’s story. I’ve tried to make these artifacts as available as possible through the American Journey Experience Museum, just across from the studios where I do my daily radio broadcast. Thousands of you have come through the museum and have been able to see and experience these artifacts that are a part of your legacy as an American.

The destruction of American texts has already begun.

But why should people like you and me be concerned about preserving these things from our nation's history? Isn’t that what the “big guys” like the National Archives are for?

I first felt a prompting to preserve our nation's history back in 2008, and it all started with clay pots and the Dead Sea Scrolls. In 1946, a Bedouin shepherd in what is now the West Bank threw a rock into a cave nestled into the side of a cliff near the Dead Sea. Instead of hearing an echo, he heard the curious sound of a clay pot shattering. He discovered more than 15,000 Masoretic texts from the third century B.C. to the first century A.D.

These texts weren’t just a priceless historical discovery. They were virtually perfect copies of the same Jewish texts that continue to be translated today. Consider the significance of that discovery. Since the third century B.C. when these texts were first written, the Jewish people have endured a continued onslaught of diasporas, persecutions, pressures to conform to their occupying power, the destruction of their temple, and so much more. They had to fight for their identity as a people for centuries, and finally, a year after the end of the Holocaust and a year before the founding of the nation of Israel, these texts were discovered, confirming the preservation and endurance of their heritage since ancient times — all due to someone putting these clay pots in a desert cave more than 2,000 years ago.

I first felt a prompting to preserve our nation's history back in 2008, and it all started with clay pots and the Dead Sea Scrolls.

So, what do these clay pots have to do with the calling to preserve American history? I didn’t understand that prompting myself until the horrible thought dawned on me that the people we are fighting against may very well take our sacred American scriptures, our Declaration of Independence, and our Bill of Rights. What if they are successful, and 1,000 years from now, we have no texts preserved to confirm our national identity? What kind of new history would be written over the truth?

The destruction of American texts has already begun. The National Archives has labeled some of our critical documents, like our Declaration of Independence, Constitution, and Bill of Rights, as “triggering” or “containing harmful language.” In a public statement, the National Archives said that the labels help prepare readers to view potentially distressing content:

The Catalog and web pages contain some content that may be harmful or difficult to view. NARA’s records span the history of the United States, and it is our charge to preserve and make available these historical records. As a result, some of the materials presented here may reflect outdated, biased, offensive, and possibly violent views and opinions. In addition, some of the materials may relate to violent or graphic events and are preserved for their historical significance.

According to this statement, our founding documents are either “outdated, biased, offensive,” “possibly violent,” or a combination of these scathing descriptions. I’m sorry, the Declaration of Independence is not “triggering.” Our Constitution is not “outdated and biased,” and our Bill of Rights certainly is not “offensive and possibly violent.” They are glorious documents. They should be celebrated, not qualified by such derogatory, absurd language. Shame on them.

These are only the beginning stages of rewriting our history. What if they start banning these “triggering” documents from public view because they might offend somebody? Haven’t we torn down “triggering” statues before? What if we are no longer able to see, read, and study the actual words of our nation's founding documents because they are “harmful” or “possibly violent”? A thousand years from now, will there be any remnant to piece together the true spirit behind the nation that our founders envisioned?

The Declaration of Independence is not “triggering.”

That is why in 2008, I was prompted to preserve what I could. Now, the American Journey Experience Museum includes more than 160,000 artifacts, from founding-era documents to the original Roe v. Wade court papers. We need to preserve the totality of our nation’s heritage, the good, the bad, and the ugly. We need to preserve our history in our own clay pots.

I ask you to join with me on this mission. Start buying books that are important to preserve. Buy some acid-free paper and start printing some of the founding documents, the reports that go against the mainstream narrative, the studies that prove what is true as we are continually being fed lies. Start preserving our daily history as well as our history because it is being rewritten and digitized.

Somebody must have a copy of what is happening now and what has happened in the past. I hope things don’t get really bad. But if they do, we need to preserve our heritage. Perhaps, someone 1,000 years from now will discover our clay pots and, Lord willing, be able to have a glimpse of America as it truly was.

Top 10 WORST items in the new $1.2 TRILLION spending bill

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Biden just signed the newest spending bill into law, and Glenn is furious.

Under Speaker Johnson's leadership, the whopping $1.2 TRILLION package will use your taxpayer dollars to fund the government through September. Of course, the bill is loaded with earmarks and pork that diverts money to fund all sorts of absurd side projects.

Here is the list of the ten WORST uses of taxpayer money in the recently passed spending bill:

Funding venues to host drag shows, including ones that target children

David McNew / Contributor | Getty Images

Money for transgender underwear for kids

Funding for proms for 12 to 18 year old kids

Bethany Clarke / Stringer | Getty Images

Border security funding... for Jordan and Egypt

Another $300 million for Ukraine

Anadolu / Contributor | Getty Images

$3.5 million for Detroit's annual Thanksgiving Day parade

Icon Sportswire / Contributor | Getty Images

$2.5 million for a new kayaking facility in Franklin, New Hampshire

Acey Harper / Contributor | Getty Images

$2.7 million for a bike park in White Sulfur Springs, West Virginia, a town with a population of less than 2,300 people

$5 million for a new trail at Coastal Carolina University

$4 million the "Alaska King Crab Enhancement Project" (whatever that means)

FRED TANNEAU / Stringer | Getty Images

There is no doubt about it—we are entering dark times.

The November presidential election is only a few months away, and following the chaos of the 2020 election, the American people are bracing for what is likely to be another tumultuous election year. The left's anti-Trump rhetoric is reaching an all-time high with the most recent "Bloodbath" debacle proving how far the media will go to smear the former president. That's not to mention the Democrats' nearly four-year-long authoritarian attempt to jail President Trump or stop his re-election by any means necessary, even if it flies in the face of the Constitution.

Meanwhile, Biden is doing worse than ever. He reportedly threw a tantrum recently after being informed that his polls have reached an all-time low. After Special Counsel Robert Hur's report expressed concerns over Biden's obviously failing mental agility, it's getting harder for the Democrats to defend him. Yet he is still the Democratic nominee for November, promising another 4 years of catastrophic policies, from the border to heavy-handed taxation, should he be reelected.

The rest of the world isn't doing much better. The war in Ukraine has no clear end in sight, drawing NATO and Russia closer and closer to conflict. The war in Gaza is showing no sign of slowing down, and as Glenn revealed recently, its continuation may be a sign that the end times are near.

One thing is clear: we are living in uncertain times. If you and your family haven't prepared for the worst, now is the time. You can start by downloading "Glenn's Ultimate Guide to Getting Prepared." Be sure to print off a copy or two. If the recent cell outage proved anything, it's that technology is unreliable in survival situations. You can check your list of supplies against our "Ultimate Prepper Checklist for Beginners," which you can find below:

Food

  • Canned food/non-perishable foods
  • Food preparation tools
  • Go to the next level: garden/livestock/food production

Water

  • Non-perishable water store
  • Water purification
  • Independent water source

Shelter

  • Fireplace with a wood supply
  • Tent
  • Generator with fuel supply
  • Go to the next level: fallout shelter

Money

  • Emergency cash savings
  • Precious metals

Medicine

  • Extra blankets
  • Basic first aid
  • Extra prescriptions
  • Extra glasses
  • Toiletries store
  • Trauma kit
  • Antibiotics
  • Basic surgery supplies
  • Potassium Iodate tablets

Transportation

  • Bicycle
  • Car
  • Extra fuel

Information

  • Birth certificates
  • Insurance cards
  • Marriage license
  • Immunization records
  • Mortgage paperwork
  • Car title and registration
  • House keys, car keys
  • Passports
  • Family emergency plan
  • Prepping/survival/repair manuals
  • Go to the next level: copy of the Bible, the U.S. Constitution, and other important books/sources

Skills

  • Cooking
  • Gardening
  • Sewing
  • First Aid
  • Basic maintenance skills
  • Go to the next level: farming/ranching
  • Self-defense training

Communication

  • Family contact information and addresses
  • HAM radio

Miscellaneous

  • Flashlights and batteries
  • Lamps and fuel
  • Hardware (tools, nails, lumber, etc)
  • Extra clothes
  • Extreme weather clothes and gear
  • Gas masks and filters
  • Spare parts for any machinery/equipment

Is Trump's prosecution NORMAL?  This COMPLETE list of ALL Western leaders who served jail time proves otherwise.

PhotoQuest / Contributor, The Washington Post / Contributor, Win McNamee / Staff | Getty Images

Mainstream media is on a crusade to normalize Donald Trump's indictments as if it's on par with the electoral course. Glenn asked his team to research every instance of a Western leader who was jailed during their political career over the past 200 years—except extreme political turmoil like the French Revolution, Napoleonic Wars, Irish Revolution, etc.—and what we discovered was quite the opposite.

Imprisoning a leader or major political opponent is not normal, neither in the U.S. nor in the Western world. Within the last 200 years, there are only a handful of examples of leaders in the West serving jail time, and these men were not imprisoned under normal conditions. All of these men were jailed under extreme circumstances during times of great peril such as the Civil War, World War II, and the Cold War.

What does this mean for America? Are Trump's indictments evidence that we are re-entering times of great peril? Below is a list of Western leaders who were imprisoned within the last 200 years. Take a look and decide for yourself:

Late 1800s

The Washington Post / Contributor | Getty Images

Jefferson Davis: The nearest occurrence to a U.S. President to serve jail time was in the case of Jefferson Davis, the first and only president of the Confederate States of America. Jefferson was captured in Georgia by Northern Soldiers in 1865 and locked up in Fort Monroe, Virginia for two years. He was offered a presidential pardon but refused out of his loyalty to the confederacy.

Early 1900s

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Eugene V. Debs: Debbs, a Midwestern socialist leader, became the first person to run for president in prison. He was locked up at a federal penitentiary in Atlanta having been convicted under the federal Sedition Act for giving an antiwar speech a few months before Armistice Day, the end of World War I. Many of his supporters believed his imprisonment to be unjust. Debs received 897,704 votes and was a distant third-part candidate behind Warren G. Harding, the Republican winner, and James M. Cox, the second-place Democrat. Harding ordered Debs’s release from prison toward the end of 1921.

Nazi sympathizers and collaborators: After the end of World War II in 1945, several European leaders who had "led" their countries during the Nazi occupation faced trial and imprisonment for treason. This list included Chief of the French State Philippe Pétain, French Prime Minister Pierre Laval, and Minister-President of Norway Vidkun Quisling. The latter two were also executed after their imprisonment. President of Finland Risto Ryti and Prime Minister of Finland Johan Wilhelm Rangell were also tried and jailed for collaborating with the Nazis against the Allied Powers.

Late 1900s

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The end of the Cold War: The fall of the Berlin Wall in 1989 was one of the pivotal moments that brought the Cold War to a close and marked the end of Communist East Germany. With the fall of the wall and the collapse of the German Democratic Republic (East Germany), the former leaders were brought to trial to answer for the crimes committed by the GDR. General Secretary Erich Honecker and General Secretary Egon Krenz were both put on trial for abuse of power and the deaths of those who were shot trying to flee into West Germany. Honecker was charged with jail time but was released from custody due to severe illness and lived out the rest of his life as an exile in Chile. Krenz served 4 years in jail before his release in 2001. He is one of the last surviving leaders of the Eastern Bloc.

Lyndon LaRouche: Larouche was a Trotsky evangelist, public antisemite, and founder of a nationwide Marxist political movement, became the second person in U.S. history to run for President in a prison cell. Granted, he ran in every election from 1976 to 2004 as a long-shot third-party candidate. When he tried to gain the Democratic presidential nomination, he received 5 percent of the total nationwide vote. Even though in 2000 he received enough primary votes to qualify for delegates in a few states, the Democratic National Committee refused to seat his delegates and barred LaRouche from attending the Democratic National Convention.