超越极限的人生ted英文演讲稿word范文 26页.docx
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超越极限的人生ted英文演讲稿word范文 26页.docx
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超越极限的人生ted英文演讲稿
篇一:
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,howdoyouexplainwhenothersareabletoachievethingsthatseemtodefyallofthe
assumptions?
Forexample:
WhyisApplesoinnovative?
Yearafteryear,after
year,they'remoreinnovativethanalltheircompetition.Andyet,they'rejustacomputercompany.They'rejustlikeeveryoneelse.Theyhavethesameaccesstothesame
talent,thesameagencies,thesameconsultants,thesamemedia.Thenwhyisitthattheyseemtohavesomethingdifferent?
WhyisitthatMartinLutherKingledtheCivilRightsMovement?
Hewasn'ttheonlymanwhosufferedinpre-civilrightsAmerica,andhecertainlywasn'ttheonlygreatoratoroftheday.Whyhim?
AndwhyisitthattheWrightbrotherswereabletofigureoutcontrolled,poweredmanflightwhentherewerecertainlyotherteamswhowerebetterqualified,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?
Thislittleideaexplainswhysomeorganizationsandsomeleadersareabletoinspirewhereothersaren't.Letmedefinethetermsreally
quickly.Everysingleperson,everysingleorganizationontheplanetknowswhattheydo,100percent.Someknowhowtheydoit,whetheryoucallityourdifferentiatedvaluepropositionoryourproprietaryprocessoryourUSP.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'redifferentorbetterandweexpectsomesortofabehavior,apurchase,avote,somethinglikethat.Here'sournewlawfirm:
Wehavethe
bestlawyerswiththebiggestclients,wealwaysperformforourclients.Here'sournewcar:
Itgetsgreatgasmileage,ithasleatherseats.Buyourcar.Butit'suninspiring.4:
00Here'showAppleactuallycommunicates."Everythingwedo,webelievein
challengingthestatusquo.Webelieveinthinkingdifferently.Thewaywechallengethestatusquoisbymakingourproductsbeautifullydesigned,simpletouseanduser
friendly.Wejusthappentomakegreatcomputers.Wanttobuyone?
"Totallydifferent,right?
You'rereadytobuyacomputerfromme.Ijustreversedtheorderofthe
information.Whatitprovestousisthatpeopledon'tbuywhatyoudo;peoplebuywhyyoudoit.
4:
35ThisexplainswhyeverysinglepersoninthisroomisperfectlycomfortablebuyingacomputerfromApple.Butwe'realsoperfectlycomfortablebuyinganMP3playerfromApple,oraphonefromApple,oraDVRfromApple.AsIsaidbefore,Apple'sjustacomputercompany.Nothingdistinguishesthemstructurallyfromanyoftheir
competitors.Theircompetitorsareequallyqualifiedtomakealloftheseproducts.Infact,theytried.Afewyearsago,Gatewaycameoutwithflat-screenTVs.They'reeminentlyqualifiedtomakeflat-screenTVs.They'vebeenmakingflat-screenmonitorsfor
years.Nobodyboughtone.DellcameoutwithMP3playersandPDAs,andtheymakegreatqualityproducts,andtheycanmakeperfectlywell-designedproducts--andnobodyboughtone.Infact,talkingaboutitnow,wecan'tevenimaginebuyinganMP3playerfromDell.Whywouldyoubuyonefromacomputercompany?
Butwedoitevery
day.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave.Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve.
5:
47Here'sthebestpart:
NoneofwhatI'mtellingyouismyopinion.It'sallgroundedinthetenetsofbiology.Notpsychology,biology.Ifyoulookatacross-sectionofthehumanbrain,fromthetopdown,thehumanbrainisactuallybrokenintothreemajor
componentsthatcorrelateperfectlywiththegoldencircle.Ournewestbrain,ourHomosapienbrain,ourneocortex,correspondswiththe"what"level.Theneocortexis
responsibleforallofourrationalandanalyticalthoughtandlanguage.Themiddletwosectionsmakeupourlimbicbrains,andourlimbicbrainsareresponsibleforallofourfeelings,liketrustandloyalty.It'salsoresponsibleforallhumanbehavior,all
decision-making,andithasnocapacityforlanguage.
6:
35Inotherwords,whenwecommunicatefromtheoutsidein,yes,peoplecan
understandvastamountsofcomplicatedinformationlikefeaturesandbenefitsandfactsandfigures.Itjustdoesn'tdrivebehavior.Whenwecancommunicatefromtheinsideout,we'retalkingdirectlytothepartofthebrainthatcontrolsbehavior,andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom.Sometimesyoucangivesomebodyallthefactsandfigures,andtheysay,"Iknowwhatallthefactsanddetailssay,butitjustdoesn'tfeelright."Whywouldweuse
thatverb,itdoesn't"feel"right?
Becausethepartofthebrainthatcontrols
decision-makingdoesn'tcontrollanguage.Thebestwecanmusterupis,"Idon'tknow.Itjustdoesn'tfeelright."Orsometimesyousayyou'releadingwithyourheartorsoul.Ihatetobreakittoyou,thosearen'totherbodypartscontrollingyourbehavior.It'sallhappeninghereinyourlimbicbrain,thepartofthebrainthatcontrolsdecision-makingandnotlanguage.
7:
29Butifyoudon'tknowwhyyoudowhatyoudo,andpeoplerespondtowhyyoudowhatyoudo,thenhowwillyouevergetpeopletovoteforyou,orbuysomethingfromyou,or,moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo.Thegoalisnotjusttoselltopeoplewhoneedwhatyouhave;thegoalistoselltopeoplewhobelievewhatyoubelieve.Thegoalisnotjusttohirepeoplewhoneedajob;it'stohirepeoplewhobelievewhatyoubelieve.Ialwayssaythat,youknow,ifyouhirepeoplejustbecausetheycandoajob,they'llworkforyourmoney,butiftheybelievewhatyou
believe,they'llworkforyouwithbloodandsweatandtears.NowhereelseisthereabetterexamplethanwiththeWrightbrothers.
8:
14Mostpeopledon'tknowaboutSamuelPierpontLangley.Andbackintheearly20thcentury,thepursuitofpoweredmanflightwaslikethedotcomoftheday.Everybodywastryingit.AndSamuelPierpontLangleyhad,whatweassume,tobetherecipeforsuccess.Evennow,youaskpeople,"Whydidyourproductorwhydidyourcompanyfail?
"andpeoplealwaysgiveyouthesamepermutationofthesamethree
things:
under-capitalized,thewrongpeople,badmarketconditions.It'salwaysthesamethreethings,solet'sexplorethat.SamuelPierpontLangleywasgiven50,000dollarsbytheWarDepartmenttofigureoutthisflyingmachine.Moneywasnoproblem.HeheldaseatatHarvardandworkedattheSmithsonianandwasextremelywell-connected;heknewallthebigmindsoftheday.Hehiredthebestmindsmoneycouldfindandthemarketconditionswerefantastic.TheNewYorkTimesfollowedhimaround
everywhere,andeveryonewasrootingforLangley.Thenhowcomewe'veneverheardofSamuelPierpontLangley?
9:
15AfewhundredmilesawayinDaytonOhio,OrvilleandWilburWright,theyhadnoneofwhatweconsidertobetherecipeforsuccess.Theyhadnomoney;theypaidfortheirdreamwiththeproceedsfromtheirbicycleshop;notasinglepersonontheWrightbrothers'teamhadacollegeeducation,notevenOrvilleorWilbur;andTheNewYorkTimesfollowedthemaroundnowhere.
9:
38Thedifferencewas,OrvilleandWilburweredrivenbyacause,byapurpose,byabelief.Theybelievedthatiftheycouldfigureoutthisflyingmachine,it'llchangethecourseoftheworld.SamuelPierpontLangleywasdifferent.Hewantedtoberich,andhewantedtobefamous.Hewasinpursuitoftheresult.Hewasinpursuitoftheriches.Andloandbehold,lookwhathappened.ThepeoplewhobelievedintheWrightbrothers'
dreamworkedwiththemwithbloodandsweatandtears.Theothersjustworkedforthe
paycheck.TheytellstoriesofhoweverytimetheWrightbrotherswentout,theywouldhavetotakefivesetsofparts,becausethat'showmanytimestheywouldcrashbeforesupper.
10:
19And,eventually,onD
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