TED演讲-伟大领袖如何激励行动
“伟大的领导如何激励行动”中文演讲稿(5800字)
“伟大的领导如何激励行动”中文演讲稿（5800字）伟大的领导如何激励行动Simon Sinek你怎样解释一些事情的进展出乎我们意料？或者说，你怎样解释别人能成就一些看似完全不符合设想的事？例如：为什么苹果公司如此热衷于创新？年复一年，他们总是比所有竞争对手更要敢于创新。
可是，他只是一家电脑公司，和其他竞争对手一样。
他们以同样的方法聘用同样的人才，拥有同样的代理商，同样的顾问，同样的媒体。
那为什么他们看上去会与众不同呢？为什么马丁·路德·金能领导民权运动？他不是唯一一个遭遇非公民待遇的美国公民。
他无疑也不是那个时代唯一伟大的演说家。
那为什么是他？为什么莱特兄弟能够发明载人动力飞机，而当时其他人无疑拥有更好的资质、更雄厚的资金，但他们却没能完成载人动力飞行，而莱特兄弟却能最终成功呢？因为这里还有其他因素。
大约三年半之前，我发现了一个原理。
这个发现深深地改变了我的观点，我曾经认为这个世界是如何运转的观点。
它还深深地改变了我行事的方式。
说起来，这是一种模式。
这个世界上所有伟大的、有感染力的领导者或者企业，无论是苹果公司，马丁·路德·金或者莱特兄弟，他们都以一种完全相同的方式进行思考、行动和交流。
但这是一种完全不同于其他人的方式。
我做的全部工作，只是把它编成一条法则。
这可能是世界上最简单的法则。
我把它叫做黄金圈。
为什么，怎么样，是什么。
这一法则解释了为什么一些企业和一些领导者，能够拥有其他人不能实现的感染力。
让我快速地定义一下这些术语。
世界上每个人、每家企业都明白他们在做什么，这是毫无疑问的。
其中一些知道怎么样去做，你们可以把这叫做有差异的价值主张，或者是专有的工艺，或者独家卖点。
但是极少人或企业知道，为什么要做自己所做的事情。
这里的“为什么”，我不是指“为利润”。
这只是个结果。
事情总是会有一个结果的。
我所指的是：你的目的是什么？你的动机是什么？你的信仰是什么？为什么你的企业会存在？你为什么而工作？为什么其他人需要在乎这些？这样的结果是，我们思考的方式，我们行动的方式，和我们交流的方式都是由外而内的。
ted最值得看的10个演讲 -回复
ted最值得看的10个演讲-回复TED最值得看的10个演讲TED Talks是一个受人尊敬和备受关注的平台，汇集了来自世界各个领域的杰出人士的演讲。
他们的演讲主题涉及到科技、艺术、教育、心理学等各个领域。
在这些演讲中，有一些真正影响了我们的思维方式和改变了我们的生活。
以下是我认为TED最值得看的10个演讲：1. "Do Schools Kill Creativity?" by Sir Ken Robinson"学校是否扼杀了创造力?"——肯·罗宾逊爵士这是一场非常有名的演讲，肯·罗宾逊爵士讨论了学校教育对于培养创造力的负面影响。
他指出我们生活在一个快速变化的世界中，然而学校教育却未能适应这种变化。
他呼吁我们改变教育体系，创造一个培养创造力和想象力的环境。
2. "The Power of Vulnerability" by Brene Brown"脆弱的力量"——布莱恩·布朗这场演讲探讨了脆弱和勇气之间的关系。
布莱恩·布朗认为脆弱是我们连接他人的桥梁，也是真实的表现。
她通过自己的研究和经验，分享了如何拥抱自己的脆弱，并从中获得力量和成长。
3. "Your Body Language Shapes Who You Are" by Amy Cuddy "你的身体语言塑造了你的自我"——艾米·卡迪艾米·卡迪的演讲讨论了身体语言对我们的自我认知和自信心的影响。
她分享了通过调整身体姿势来改变自己的内心状态和表现的方法，并着重强调了权力姿势的重要性。
4. "The Puzzle of Motivation" by Dan Pink"动机之谜"——丹·平克这场演讲探讨了现有激励体系对于激发员工创造力和工作动力的失败。
ted十大著名演讲稿
ted十大著名演讲稿TED 演讲以其思想的深度、创新的观点和精彩的表达，吸引了全球无数观众。
在众多优秀的TED 演讲中，有一些演讲稿因其独特的视角、深刻的洞察和强烈的感染力，成为了经典之作。
首先，不得不提的是肯·罗宾逊（Ken Robinson）的《学校扼杀创造力？》。
在这个演讲中，肯·罗宾逊以幽默风趣的语言，犀利地指出了当前教育体制中对创造力的忽视和压抑。
他通过生动的案例和引人深思的观点，呼吁教育要重视培养学生的创造力，而不是仅仅追求标准化的成绩。
这个演讲不仅让人们对教育的本质有了新的思考，也激发了许多教育改革的尝试。
另一个令人印象深刻的演讲是西蒙·斯涅克（Simon Sinek）的《伟大的领袖如何激励行动》。
西蒙·斯涅克提出了“黄金圈法则”，即从“为什么”开始，而不是“是什么”或“怎么做”。
他以苹果、马丁·路德·金等为例，阐述了那些具有强大影响力的领导者和组织，都是从明确自己的“为什么”出发，从而能够激励人们追随并采取行动。
这个演讲为商业领袖和个人提供了一个全新的思考框架，帮助他们更好地理解如何激发团队的热情和忠诚度。
艾米·卡迪（Amy Cuddy）的《肢体语言塑造你自己》也是备受赞誉的一篇演讲稿。
她通过研究发现，肢体语言不仅反映了我们的内心状态，还能够反过来影响我们的心态和表现。
艾米·卡迪鼓励人们采用“高能量姿势”，来增强自信和应对压力的能力。
这个演讲为人们提供了一种简单而有效的自我提升方法，让我们意识到自身的肢体语言所蕴含的巨大力量。
布琳·布朗（Brené Brown）的《脆弱的力量》则深入探讨了人类内心深处的脆弱。
她勇敢地分享了自己的研究经历和个人故事，指出脆弱并不是弱点，而是我们建立连接、展现真实自我和拥有勇气的关键。
这个演讲让人们对脆弱有了全新的认识，也给予了人们接纳自己和他人的勇气。
英语三分钟励志演讲稿—激励他人的领导力之路
英语三分钟励志演讲稿—激励他人的领导力之路Ladies and gentlemen,We all aspire to be leaders in our respective fields, but what sets apart successful leaders from mediocre ones istheir ability to inspire and motivate those around them. Today, I want to talk about the journey of developing leadership qualities that inspire others.The first step to becoming a leader is to develop a vision. This vision should be backed by a strong sense of purpose and values. It should not only be something that motivates you, but it should also appeal to your team members. It should be ambitious, yet achievable, and should be able to stand the test of time. A good leader is someone who is ableto communicate this vision to others in a compelling manner.The second step is to lead by example. As a leader, it is important to walk the talk. You cannot expect your team members to follow your lead if you are not willing to do so yourself. You must demonstrate that you are fully invested in your vision and are willing to put in the hard work andeffort required to achieve it. By leading by example, youearn the respect and trust of your team members, which is crucial for effective leadership.The third step is to empower your team members. A good leader understands the strengths and weaknesses of each team member and leverages them accordingly. You should encourage and support your team members to take ownership of their work and to contribute their ideas. By empowering your team members, you create a sense of ownership and accountability, which drives them to perform at their best.The fourth step is to communicate effectively. It is important for a leader to be a good listener, as this helpsin understanding the needs and concerns of team members. A leader should be able to communicate in a clear and concise manner, ensuring that the message is understood by all. Effective communication helps to build trust and fosters an environment of collaboration.Finally, a good leader is someone who leads with empathy. Empathy is the ability to understand and share the feelingsof others. A leader who is empathetic is able to connect with team members on a personal level and creates an environmentof mutual respect and understanding. This helps to buildstrong relationships and creates a sense of community within the team.In conclusion, leadership is more than just a title or position. It is a set of qualities that inspire and motivate others to achieve their best. By developing a clear vision, leading by example, empowering your team members, communicating effectively, and leading with empathy, you can become a successful leader that inspires others. I urge you to adopt these qualities in your leadership journey and make a positive impact in the world.Thank you.。
激励他人我的卓越领导力
激励他人我的卓越领导力激励他人，我的卓越领导力在一个组织中，领导力是至关重要的。
一个拥有卓越领导力的人，可以激励他人，推动团队的发展，实现卓越的成果。
那么，我是如何通过我的卓越领导力来激励他人的呢？首先，作为一个领导者，我相信榜样的力量。
我努力成为他人的榜样，通过自己的行动来引领他人。
我注重自己的言行举止，始终保持良好的职业操守和道德标准。
我努力工作，积极进取，并且随时准备帮助他人。
通过这种方式，我展示给他人一个值得追求的目标，并激发他们的动力。
其次，我注重与团队成员的沟通和倾听。
作为一个卓越的领导者，我了解到有效的沟通是建立强大团队的基础。
我善于倾听他人的意见和想法，尊重每个人的观点。
我用心倾听，积极给予反馈，并保持开放的沟通渠道。
通过这样的互动，我建立起与团队成员之间的信任和合作，激发他们的创造力和参与度。
第三，我重视个人发展和团队培训。
我相信不断学习和提升自己的重要性，并且认为团队成员的个人成长是组织成功的关键因素之一。
作为一个卓越的领导者，我积极支持团队成员的专业发展和职业成长，提供相关培训和资源，并鼓励他们不断学习和进步。
我相信，通过个人的成长和团队的发展，我们能够共同实现更高的目标。
此外，我还鼓励并赞赏团队成员的成就。
我认识到激励团队的成员是卓越领导力的重要方面。
因此，我经常表彰团队成员的努力和突出表现，给予他们应有的荣誉和奖励。
我的目标是激发团队成员的积极性和自豪感，让他们感受到自己的价值和重要性。
最后，我坚持以身作则，为团队树立正确的方向和价值观。
作为一个卓越的领导者，我始终贯彻道德和伦理标准，并希望团队成员也能践行这些价值观。
我鼓励大家积极参与社会公益活动，传递正能量，关心他人。
我相信，只有树立正确的道德观念和价值观，我们才能够真正地激励他人，并建立起一个共同成长的团队。
通过我的卓越领导力，我不仅能够激励他人，也能够推动组织的发展。
我相信，只要每个人都发挥自己的领导力潜力，我们就能够实现卓越的成果和成功。
ted被观看最多的演讲之一：伟大领袖如何激励行动(附演讲稿)
TED被观看最多的演讲之一：伟大领袖如何激励行动 （附演讲稿）__________________________________________本期推荐TED演讲人：Simon Sinek导读这是非常经典的一场演讲，尽管场地很普通，Simon也没有使用PPT，而是从一张纸上开始他的18分钟演讲。
但观点振奋人心，成为TED史上点击率最高的几个视频之一。
视频播放片长：18分35秒大小：未知How do you explain when things don't go as we assume? Or better, how do you explainwhen 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? Hewasn'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 changedmy 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'ssimplest 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 knowhow 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 sayhow 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 doit.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 oftheir 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 isresponsible for all of ourrational 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 samepermutation 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. Hewanted 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 crashbefore 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 firsttwo and a half percent of our population are our innovators. The next 13 and a half percent of our populationare 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 itbecause 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 simplyproves 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. Itpauses 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 totravel 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.再不关注，我们就老了请别忘记分享到朋友圈?。
ted十大著名演讲稿
ted十大著名演讲稿TED 演讲以其思想的深度、创新的观点和精彩的表达，吸引了全球无数观众。
以下为您盘点十大著名的 TED 演讲稿：1、《学校如何扼杀创造力》（Ken Robinson）肯·罗宾逊在演讲中深刻地指出，当前的教育体制往往在不经意间扼杀了孩子们的创造力。
他认为，创造力和文化知识同样重要，我们应该重新审视教育的方式，为孩子们提供更能激发创造力的环境。
他以幽默风趣的语言和生动的例子，让人们深刻反思教育的本质和目标。
2、《脆弱的力量》（Brené Brown）布琳·布朗探讨了脆弱性的力量。
她通过深入的研究发现，敢于展现脆弱并不是弱点，而是一种勇气和连接人与人之间的关键。
这个演讲鼓励人们接受自己的不完美和脆弱，从而建立更真实、深厚的人际关系。
3、《伟大的领导者如何激励行动》（Simon Sinek）西蒙·斯涅克提出了“黄金圈法则”，强调伟大的领导者都是从“为什么”开始思考，而不仅仅是“做什么”和“怎么做”。
他以苹果、马丁·路德·金等为例，清晰地阐述了这一理念，为人们提供了全新的领导力视角。
4、《内向性格的力量》（Susan Cain）苏珊·凯恩为内向者发声，打破了社会对内向性格的偏见。
她指出，内向者拥有独特的优势，如深度思考、专注和善于倾听。
这个演讲让人们更加理解和尊重内向性格的人，也让内向者更加自信地发挥自己的特质。
5、《肢体语言塑造你自己》（Amy Cuddy）艾米·卡迪的研究表明，肢体语言不仅影响着别人对我们的看法，更能改变我们对自己的感觉和表现。
她分享了一些简单而有效的肢体语言技巧，帮助人们提升自信和影响力。
6、《我们为什么快乐？》（Dan Gilbert）丹·吉尔伯特探讨了人类追求快乐的本质。
他通过科学研究和有趣的故事，揭示了我们对快乐的误解以及如何真正获得长期的幸福感。
7、《你的不合理信念正在毁掉你》（Albert Ellis）阿尔伯特·埃利斯强调了不合理信念对我们情绪和行为的负面影响。
TED经典 之 西蒙·斯涅克--伟大的领导者如何激励行动
西蒙·斯涅克--伟大的领导者如何激励行动In 2009, Simon Sinek released the book "Start With Why" -- a synopsis of the theory he has begun using to teach others how to become effective leaders and inspire change.西蒙·斯涅克用一个简单但是震撼的模型来阐释激励人心的领袖力，这个模型的核心是一个“黄金”圆圈，意思是领袖素质的根本来源是回答“为什么？”。
他列举了苹果公司、马丁•路德•金还有莱特兄弟成功的例子，同时以Tivo数码录像机为失败的典型。
下面是演讲全文：当事情的发展出乎意料之外的时候，你怎么解释？换句话说，当别人似乎出乎意料地取得成功的时候，你怎么解释？比如说，为什么苹果公司创新能力这么强？这么多年来，年复一年，他们比所有竞争对手都更加具有创新性。
而其实他们只是一家电脑公司。
他们跟其他公司没有任何分别，有同样的途径，接触到同样的人才，同样的代理商，顾问，和媒体。
那为什么他们就似乎有那么一点不同寻常呢？同样的，为什么是由马丁•路德•金来领导民权运动？那个时候在美国，民权运动之前，不仅仅只有他一个人饱受歧视。
他也决不是那个时代唯一的伟大演说家。
为什么会是他？又为什么怀特兄弟能够造出动力控制的载人飞机，跟他们相比，当时的其他团队似乎更有能力，更有资金，他们却没能制造出载人飞机，怀特兄弟打败了他们。
一定还有一些什么别的因素在起作用。
大概三年半之前，我有了个新发现，这个发现完全改变了我对这个世界如何运作的看法。
甚至从根本上改变了我的工作生活方式。
那就是我发现了一种模式，我发现世界上所有伟大的令人振奋的领袖和组织，无论是苹果公司、马丁•路德•金还是怀特兄弟，他们思考、行动、交流沟通的方式都完全一样，但是跟所有其他人的方式完全相反。
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TED演讲
西蒙.斯涅克《伟大的领袖如何激励行动》
1、“黄金圆圈”
大部分人在阐述自己产品的时候，采用的是这个圆圈形式的“由外而内”模式，例如推销产品的说辞：我们的产品采用了最先进的技术，有着良好的性能和人性化界面。
而更为成功的模式是“由内而外”模式，传达你为什么要做这个事业或者产品，让认同你理念的人成为你的客户。
认同理念，才能激励行动。
2、创新的传播有一个规律，在我们的社会中，有2.5%的人是革新者；13.5%的人是早期的少部分采纳者，接下来的34%是早期接受的大多数，然后是比较晚接受的大多数和最后行动的。
创新规律告诉我们，如果你想在大众市场上获得成功，或者要大众接纳一个点子，你得要等到获得15&-18%的市场支持度这个转折点之后才行，那时之后市场才真正打开。
3、通常情况下，我们总结事业失败，总有以下三个理由：资金不足，人才不够，市场不好。
但也有很多是实际的例子，资金充足，有着最优质人才，市场良好，却仍旧以失败告终。
因为你或者你的团队没有找到“为什么而做”，没有找到你们的理念和信念。
4、案例：Tivo
他们在推出新产品的时候，总是这样说，“我们的产品可以把电视节目暂停，跳过广告，回放电视，记住你的观看习惯，你甚至都不用刻意设置它”。
如果他们换一种说法，“如果你想掌控生活的方方面面，朋友，那么就试试我们的产品吧。
它可以暂停直播节目，跳过广告，回放直播节目，还能记下你的收看习惯。
”
5、人们买的不是你的产品，人们买的是你的信念。
你所做的仅仅只是你的信念的证明而已。