TED西蒙斯涅克伟大的领袖如何激励行动中英文演讲稿.docx
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TED西蒙斯涅克伟大的领袖如何激励行动中英文演讲稿.docx
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TED西蒙斯涅克伟大的领袖如何激励行动中英文演讲稿
Howgreatleadersinspireaction
Howdoyouexplainwhenthingsdon'tgoasweassume?
Orbetter,howdoyouexplain whenothersareabletoachievethingsthatseemtodefyalloftheassumptions?
Forexample:
WhyisApplesoinnovative?
Yearafteryear,afteryear, they’remoreinnovativethanalltheircompetition. Andyet,they'rejustacomputercompany. They’rejustlikeeveryoneelse. Theyhavethesameaccesstothesametalent, thesameagencies, thesameconsultants,thesamemedia。
Thenwhyisitthattheyseemtohavesomethingdifferent?
WhyisitthatMartinLutherKingledtheCivilRightsMovement?
Hewasn’ttheonlymanwhosufferedinpre—civilrightsAmerica, andhecertainlywasn’ttheonlygreatoratoroftheday。
Whyhim?
AndwhyisitthattheWrightbrothers wereabletofigureoutcontrolled,poweredmanflight whentherewerecertainlyotherteams whowerebetterqualified,betterfunded-— andtheydidn’tachievepoweredmanflight, andtheWrightbrothersbeatthemtoit。
There'ssomethingelseatplayhere。
1:
17Aboutthreeandahalfyearsago,Imadeadiscovery. AndthisdiscoveryprofoundlychangedmyviewonhowIthoughttheworldworked, anditevenprofoundlychangedthewayinwhichIoperateinit。
Asitturnsout,there’sapattern。
Asitturnsout,allthegreatinspiringleadersandorganizationsintheworld, whetherit’sAppleorMartinLutherKingortheWrightbrothers, theyallthink,actandcommunicatetheexactsameway。
Andit'sthecompleteoppositetoeveryoneelse. AllIdidwascodifyit, andit’sprobablytheworld’ssimplestidea. Icallitthegoldencircle。
2:
07Why?
How?
What?
Thislittleideaexplains whysomeorganizationsandsomeleadersareabletoinspirewhereothersaren’t。
Letmedefinethetermsreallyquickly. Everysingleperson,everysingleorganizationontheplanet knowswhattheydo,100percent。
Someknowhowtheydoit, whetheryoucallityourdifferentiatedvalueproposition oryourproprietaryprocessoryourUSP。
Butvery,veryfewpeopleororganizationsknowwhytheydowhattheydo. Andby"why”Idon'tmean”tomakeaprofit."That'saresult.It'salwaysaresult。
By"why,"Imean:
What’syourpurpose?
What’syourcause?
What'syourbelief?
Whydoesyourorganizationexist?
Whydoyougetoutofbedinthemorning?
Andwhyshouldanyonecare?
Asaresult,thewaywethink,weact, thewaywecommunicateisfromtheoutsidein,it’sobvious. Wegofromtheclearestthingtothefuzziestthing。
Buttheinspiredleadersandtheinspiredorganizations—— regardlessoftheirsize,regardlessoftheirindustry—— allthink,actandcommunicatefromtheinsideout.
3:
13Letmegiveyouanexample。
IuseApplebecausethey'reeasytounderstandandeverybodygetsit. IfApplewerelikeeveryoneelse, amarketingmessagefromthemmightsoundlikethis:
"Wemakegreatcomputers。
They'rebeautifullydesigned,simpletouseanduserfriendly. Wanttobuyone?
” ”Meh.”That'showmostofuscommunicate. That’showmostmarketingandsalesaredone, that’showwecommunicateinterpersonally. Wesaywhatwedo, wesayhowwe'redifferentorbetter andweexpectsomesortofabehavior, apurchase,avote,somethinglikethat。
Here’sournewlawfirm:
Wehavethebestlawyerswiththebiggestclients, wealwaysperformforourclients. Here'sournewcar:
Itgetsgreatgasmileage,ithasleatherseats. Buyourcar。
Butit'suninspiring.
4:
00Here’showAppleactuallycommunicates. ”Everythingwedo,webelieveinchallengingthestatusquo。
Webelieveinthinkingdifferently。
Thewaywechallengethestatusquo isbymakingourproductsbeautifullydesigned, simpletouseanduserfriendly. Wejusthappentomakegreatcomputers。
Wanttobuyone?
” Totallydifferent,right?
You’rereadytobuyacomputerfromme。
Ijustreversedtheorderoftheinformation. Whatitprovestousisthatpeopledon’tbuywhatyoudo; peoplebuywhyyoudoit。
4:
35Thisexplainswhyeverysinglepersoninthisroom isperfectlycomfortablebuyingacomputerfromApple. Butwe'realsoperfectlycomfortable buyinganMP3playerfromApple,oraphonefromApple,oraDVRfromApple。
AsIsaidbefore,Apple’sjustacomputercompany. Nothingdistinguishesthemstructurallyfromanyoftheircompetitors. Theircompetitorsareequallyqualifiedtomakealloftheseproducts. Infact,theytried。
Afewyearsago,Gatewaycameoutwithflat-screenTVs。
They'reeminentlyqualifiedtomakeflat-screenTVs. They'vebeenmakingflat-screenmonitorsforyears。
Nobodyboughtone. DellcameoutwithMP3playersandPDAs, andtheymakegreatqualityproducts,andtheycanmakeperfectlywell-designedproducts-— andnobodyboughtone。
Infact,talkingaboutitnow,wecan’tevenimagine buyinganMP3playerfromDell。
Whywouldyoubuyonefromacomputercompany?
Butwedoiteveryday。
Peopledon'tbuywhatyoudo;theybuywhyyoudoit。
Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave。
Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve。
5:
47Here’sthebestpart:
NoneofwhatI’mtellingyouismyopinion. It’sallgroundedinthetenetsofbiology。
Notpsychology,biology. Ifyoulookatacross—sectionofthehumanbrain, fromthetopdown,thehumanbrainisactuallybroken intothreemajorcomponents thatcorrelateperfectlywiththegoldencircle。
Ournewestbrain,ourHomosapienbrain, ourneocortex, correspondswiththe"what"level。
Theneocortexisresponsible forallofourrationalandanalyticalthoughtandlanguage. Themiddletwosectionsmakeupourlimbicbrains, andourlimbicbrainsareresponsibleforallofourfeelings, liketrustandloyalty。
It'salsoresponsibleforallhumanbehavior, alldecision-making, andithasnocapacityforlanguage。
6:
35Inotherwords,whenwecommunicatefromtheoutsidein, yes,peoplecanunderstandvastamountsofcomplicatedinformation likefeaturesandbenefitsandfactsandfigures。
Itjustdoesn’tdrivebehavior. Whenwecancommunicatefromtheinsideout, we'retalkingdirectlytothepartofthebrainthatcontrolsbehavior, andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom. Sometimesyoucangivesomebodyallthefactsandfigures,andtheysay,"Iknowwhatallthefactsanddetailssay, butitjustdoesn'tfeelright。
” Whywouldweusethatverb,itdoesn't"feel”right?
Becausethepartofthebrainthatcontrolsdecision-making doesn'tcontrollanguage。
Thebestwecanmusterupis, ”Idon’tknow.Itjustdoesn'tfeelright。
” Orsometimesyousayyou’releadingwithyourheartorsoul. Ihatetobreakittoyou,thosearen'totherbodypartscontrollingyourbehavior. It'sallhappeninghereinyourlimbicbrain, thepartofthebrainthatcontrolsdecision—makingandnotlanguage.
7:
29Butifyoudon'tknowwhyyoudowhatyoudo, andpeoplerespondtowhyyoudowhatyoudo, thenhowwillyouevergetpeople tovoteforyou,orbuysomethingfromyou, or,moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo. Thegoalisnotjusttoselltopeoplewhoneedwhatyouhave; thegoalistoselltopeoplewhobelievewhatyoubelieve。
Thegoalisnotjusttohirepeoplewhoneedajob; it’stohirepeoplewhobelievewhatyoubelieve。
Ialwayssaythat,youknow, ifyouhirepeoplejustbecausetheycandoajob,they’llworkforyourmoney, butiftheybelievewhatyoubelieve,they’llworkforyouwithbloodandsweatandtears。
NowhereelseisthereabetterexamplethanwiththeWrightbrothers.
8:
14Mostpeopledon'tknowaboutSamuelPierpontLangley. Andbackintheearly20thcentury, thepursuitofpoweredmanflightwaslikethedotcomoftheday. Everybodywastryingit。
AndSamuelPierpontLangleyhad,whatweassume, tobetherecipeforsuccess. Evennow,youaskpeople, "Whydidyourproductorwhydidyourcompanyfail?
" andpeoplealwaysgiveyouthesamepermutation ofthesamethreethings:
under-capitalized,thewrongpeople,badmarketconditions。
It'salwaysthesamethreethings,solet'sexplorethat. SamuelPierpontLangley wasgiven50,000dollarsbytheWarDepartmenttofigureoutthisflyingmachine. Moneywasnoproblem. HeheldaseatatHarvard andworkedattheSmithsonianandwasextremelywell—connected; heknewallthebigmindsoftheday. Hehiredthebestmindsmoneycouldfind andthemarketconditionswerefantastic. TheNewYorkTimesfollowedhimaroundeverywhere, andeveryonewasrootingforLangley. Thenhowcomewe'veneverheardofSamuelPierpontLangley?
9:
15AfewhundredmilesawayinDaytonOhio, OrvilleandWilburWright, theyhadnoneofwhatweconsidertobetherecipeforsuccess. Theyhadnomoney; theypaidfortheirdreamwiththeproceedsfromtheirbicycleshop; notasinglepersonontheWrightbrothers'team hadacollegeeducation, notevenOrvilleorWilbur; andTheNewYorkTimesfollowedthemaroundnowhere.
9:
38Thedifferencewas, OrvilleandWilburweredrivenbyacause,byapurpose,byabelief。
Theybelievedthatiftheycouldfigureoutthisflyingmachine, it’llchangethecourseoftheworld. SamuelPierpontLangleywasdifferent. Hewantedtoberich,andhewantedtobefamous。
Hewasinpursuitoftheresult. Hewasinpursuitoftheriches. Andloandbehold,lookwhathappened. ThepeoplewhobelievedintheWrightbrothers'dream workedwiththemwithbloodandsweatandtears. Theothersjustworkedforthepaycheck. TheytellstoriesofhoweverytimetheWrightbrotherswentout, theywouldhavetotakefivesetsofparts, becausethat’showmanytimestheywouldcrashbeforesupper。
10:
19And,eventually,onDecember17th,1903, theWrightbrotherstookflight, andnoonewastheretoevenexperienceit. Wefoundoutaboutitafewdayslater. AndfurtherproofthatLangle
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