TED经典 之 西蒙·斯涅克--伟大的领导者如何激励行动
TED演讲-伟大领袖如何激励行动
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。
【实用】思维工具——黄金思维圈
知识点1、什么是黄金思维圈2、为什么黄金思维圈很有用3、如何应用黄金思维圈总结成黄金思维圈的人，是西蒙·斯涅克（SimonSinek）。
了。
1、快速脱颖而出如果你想要与别人不一样，比别人优秀，在众人中脱颖而出，那你一定要比别人更快、更准确的找到问题的关键因素。
也就是多问一个why，更好的看透问题的本质，转变自己的思维方式，让它成为你的思维习惯，运用于我们的工作和生活当中，不要被表象迷惑。
这是少之又少的人，思考问题的角度，是精英们中共有的思维方式。
从why开始，让我们也变得卓越、优秀，打造自己的影响力、感召力、激励他人、实现自我。
2、抓住why的本质，自然就会明白how的方法明确了我们的why，也就是明确了我们的使命、目的或信仰，这是永远不变的。
如果我们的黄金圈处于均衡状态，那么，我们的how，只是去落实理念的方法和手段。
当why清楚透明的时候，那些认同这个理念的人就会被吸引过来，而且很有可能要加入进来，帮我们把它实现。
当一群有共同信念的人聚集在一起的时候，奇妙的事情就会发生，这也就是现在很多新兴行业创业公司成功的重要法宝。
1、梳理工作工作开始前问自己Why？我到底为什么开拓渠道呢？就是想要产品推广的更顺利。
Why，为什么要让就是想要产品推广的更顺利呢？更容易的将线上资源变现。
Why？为什么要将线上资源变现。
为了完成KPI，提升自己在公司内的影响力升职加薪走上人生巅峰。
How，我们来思考一下，最终的目的是要让自己在公司内的影响力，升职加薪走上人生巅峰。
为了让自己更好的持续前进，利用更多的时间去链接渠道。
What，具体要做什么，就是各大平台筛选出想合作的渠道LIST。
主动链接，递交合作方案，不断Check，敲下合作。
2、调节情绪通过黄金思维圈的方式，可以很快的调节自己的情绪。
黄金思维圈就是一种好的思维方法，可以让我们总是能明确自己的目的，然后一针见血，所谓的做正确的事和正确的做事，一定是选择做正确的事。
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?。
“工作思路总是理不清，心好累！”：那是因为你没做好这3点
“⼯作思路总是理不清，⼼好累！”：那是因为你没做好这3点朋友张强在⼀家做环保产品的公司，已经⼯作5年，最近和他打电话聊天，他却给我诉起了苦。
⼀问才知道，原来⼯作这么多年，到现在做⼯作还总是理不清⼯作思路，领导交代了⼀件任务，不知道从哪下⼿，⼯作效率低，⼯作过程中也⽼是出问题，搞得⾃⼰都没有信⼼⾯对领导安排的新任务，⾃⼰⼲的也疲惫不堪、让他⼼很累，完全不知道⾃⼰该怎么办。
其实，很多⼈在职场上，都或多或少的都会遇到这个问题。
张强的问题就是典型的案例，这让我想起了职场中⼀个⽼⽣常谈的问题：⼯作做不好可能不是你的态度问题，⽽是你没有理清⼯作思路。
当然，态度是⼀个⼈⾯对⼯作的基础要求，但有了态度还依然做不好⼯作的话，那就是⼯作⽅法和⼯作思路的问题了。
其中关于⼯作思路，很⼤⼀部分原因就是员⼯在接到领导安排的任务后，第⼀时间想到的总是⽴即进⼊执⾏阶段，⽽没有先思考下领导安排的任务⽬标具体是什么，怎样做才能更⾼效的完成⼯作，具体的执⾏步骤是什么，总是理不清⼯作思路，最后也是磕磕绊绊才勉强完成。
在⼯作中遇到这种情况，最根本的原因就是你的⼯作思路问题，也只有依靠⾃⼰想明⽩、想透彻才能解决。
员⼯在接到⼯作任务后有个很⼤的习惯是想⼀步、⼲⼀步、再想⼀步、再⼲⼀步，最后发现很多的“下⼀步”不知道从哪下⼿，导致⼯作过程中出现了很多的问题。
那到底如何才能理清⼯作思路，让⼯作做起来更顺利，让结果达到⾃⼰的预期，让⾃⼰不再如此⼼累呢？本⽂将从以下3个⽅⾯进⾏深⼊探讨：为什么会出现⼯作思路理不清的情况？⼯作思路理不清的4种表现如何才能做到理清⼯作思路并且很好的执⾏呢？01、为什么会出现⼯作思路理不清的情况？1、黄⾦圈思维黄⾦圈思维最早是由英国思想家西蒙·斯涅克(Simon Sinek)在TED“伟⼤的领导者如何激励⾏动”的演讲中提出来的⼀种思维模式。
黄⾦圈思维：是⼀种帮助我们透过问题的表象看到实质的思维⽅式。
思考模式是先从（Why）出发，为什么要这么做，这么做的理念是什么，从内⼼激发出感性的情感，产⽣驱动⼒，近⽽再思考（How）如何做，设定⽬标⼀步步解决，最后做出来的结果就是（What）更加贴合最初的理念。
怎样说话人们才会听ted观后感英语
怎样说话人们才会听ted观后感英语In today's era of information overload, the ability to communicate effectively and persuade others has become increasingly crucial. TED talks, being a platform that hosts thought-provoking presentations by experts from diverse fields, offer valuable insights into the art of persuasive communication. This article explores the key takeaways from TED talks on the topic of how to speak so that people listen, focusing on the English language perspective.The first and foremost principle is to connect with your audience. As Simon Sinek emphasizes in his TED talk "How Great Leaders Inspire Action," people don't buy what you do; they buy why you do it. It's essential to communicate your message from a perspective that resonates with your listeners' values and beliefs. Use stories and examples to illustrate your points and make them more relatable.Another key aspect is to be authentic and vulnerable. Brene Brown, in her talk "The Power of Vulnerability," talks about the importance of embracing our imperfectionsand insecurities. By being vulnerable, you create a sense of trust and authenticity with your audience, which makes them more likely to engage with your message. Avoid sounding robotic or rehearsed; allow your personality and emotions to shine through.Moreover, use simple and concise language. As Neil Gaiman puts it in his talk "Make Good Art," complex words may impress your peers, but they won't help you reach a wider audience. Stick to language that is easy to understand and avoid jargon or technical language unless necessary. Clear communication helps convey your ideas more effectively.Additionally, speak with passion and conviction. As Sheryl Sandberg notes in her talk "Why We Have Too Few Women Leaders," your tone and body language communicate as much as your words. Speak with enthusiasm and belief in your message, and your audience will be more likely to be persuaded by you.Lastly, be open to feedback and willing to adapt. As Dave Isay emphasizes in his talk "The Way We Listen," true communication is a two-way street. Be willing to listen toyour audience's feedback and adjust your message accordingly. This shows that you value their opinions and are committed to improving your communication skills.In conclusion, persuasive communication is an art that can be honed through practice and reflection. By connecting with your audience, being authentic and vulnerable, using simple language, speaking with passion, and being open to feedback, you can ensure that your message is heard and understood. The insights from TED talks on this topic are invaluable tools for anyone looking to improve their persuasive communication skills.**怎样说话人们才会听：TED观后感**在如今信息爆炸的时代，有效沟通和说服他人的能力变得日益重要。
《超级激励者》西蒙斯涅克读书笔记
目录
第一部分：一个不会先问“为什么”的世界
第二部分：另一种做法 黄金圈法则
•我们不应该问“为了赢得竞争我们应该做什么”，而是应该问“我们为什么要这么做，如果用上目前所有的技术手段和市场机会的话，那我们应该做些什么，才能把理念体现出来。” •我们告诉别人，自己是干什么的，有时候我们会说我们是怎么做的，可是我们极少说，为什么要这么做.
第二部分：另一种做法 我们的生物本能
我们的边缘脑十分强大，以至于可以做出违背理性和逻辑的决定。 生物的特性让我们我无法说清楚背后决策的原因，所以我们就去寻找更具体的因素当理由，比如设计、服务、品牌。这形成了错误假设，让我们误认为价格和性能更重要。这些因素的确有用，他们让我们有具体证据支持决策，但他们无 法给出方向，无法启发我们、鼓舞我们，无法唤起我们内心的热忱。 如果你能够用语言将促使你做出决策的直觉讲清楚，如果你能够明明白白的“为什么”说出来，你周围的人就会理解，你为什么做出这个决定。如果这个决定与外部数据相符，那么理性的因素就加强了这个决定的正确性。这就是黄金圈 达到了均衡，只有均衡才能维持长久。
第三部分：如何赢得众人追随 引爆点是如何引爆的
第四部分：如何唤起认同者的激情
要先问为什么，但也要知道 怎么做
第四部分：如何唤起认同者的激情 清晰理念的力量
迪士尼清楚为什么存在，是为了散播轻松纯洁的家庭娱乐。而且几十年来，他们做的每件事都在证明这一点。以至于家长们完全信得 过他们，用不着事先看影片的内容就可以放给孩子看。这跟产品质量没关系。做出这个决定并不是出于理性。
第二部分：另一种做法 黄金圈法则
激励型领袖的领导力来自于哪里
激励型领袖的领导力来自于哪里在其他公司都有同样的途径，接触同样的人才、代理商、顾问和媒体时，为什么苹果具有如此强的创新性?为什么他们与众多公司不同?下面就是小编给大家带来激励型领袖的领导力来自于哪里?，欢迎大家阅读!在其他团体似乎更有能力、更有资金支持的情况下，为什么怀特兄弟造出了动力控制的载人飞机?所以，带领他们走向成功的其他因素是什么?经过整理发现，上述这样的激励型领袖，他们的思考、行动、交流沟通的方式大致相同，但却与大多数人恰恰相反。
得出的结论可能是这世界上最简单的概念——黄金圈法则。
激励型领袖的领导力来自于哪里?How Great Leaders Inspire Action西蒙•斯涅克发现了这个非常简单、却非常有威力的黄金圈法则。
这个法则揭示出，为什么有些企业和个人那么成功，那么富有感召力。
黄金圈法则，可以解释为什么一些组织和领导者能够在别人不能的地方激发出灵感和潜力。
WHAT - 所有人都知道自己在做什么;HOW - 其中一些人知道自己该怎么做，这也是体现我们自己的独特性与差异价值的地方;WHY - 只有很少一部分人明白自己为什么要做现在的事情。
这个WHY 不是指金钱、利益，而是一种信念。
例如你的机构为什么而存在?你每天早上是为什么而起床?为什么别人要在乎你?……平时我们组织语言是从“是什么”开始，讲有什么好处等等。
黄金圈法则告诉我们，错了。
应该从“为什么”开始，我们的信念是什么，请认同我们信念的人加入我们。
即：大多数人的思维方式是由外向内的，从清醒到开始模糊;而激励型领袖的思维方式是由内向外的。
我们需要从内向外，按Why, How, What 的顺序思考。
我们为什么要做这件事情，我们如何实现了做到了这件事情，最终做出了什么产品。
操纵是短期的，信念是长期的让人们心甘情愿地购买你产品背后蕴含的理念，而不是“强制”他们购买你生产出的产品本身。
与其用“术”去操纵别人，不如用“道”去影响别人。
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。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
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。
我所做的仅仅是把它整理出来。
这可能是世上最简单的概念。
我称它为黄金圆环。
为什么？怎么做？是什么？这小小的模型就解释了为什么一些组织和领导者能够在别人不能的地方激发出灵感和潜力。
我来尽快地解释一下这些术语。
地球上的每个人，每个组织都明白自己做的是什么，百分之百。
其中一些知道该怎么做，你可以称之为是你的差异价值，或是你的独特工艺，或是你的独特卖点也好，怎么说都行。
但是非常，非常少的人和组织明白为什么做。
这里的“为什么”和“为利润”没有关系，利润只是一个结果，永远只能是一个结果。
我说的“为什么”指的是：•你的目的是什么？•你这样做的原因是什么？•你怀着什么样的信念？•你的机构为什么而存在？•你每天早上是为什么而起床？•为什么别人要在乎你？结果是，我们思考的方式，行动的方式，交流的方式都是由外向内的。
很显然的，我们所采用的方式是从清晰开始，然后到模糊的东西。
但是激励型领袖以及组织机构，无论他们的规模大小，所在领域，他们思考，行动和交流的方式都是从里向外的。
举个例子吧。
我举苹果公司是因为这个例子简单易懂，每个人都能理解。
如果苹果公司跟其他公司一样，他们的市场营销信息就会是这个样子：“我们做最棒的电脑，设计精美，使用简单，界面友好。
你想买一台吗？”不怎么样吧。
这就是我们大多数人的交流方式，也是大多数市场推广的方式，大部分销售所采用的方式，也是我们大部分人互相交流的方式。
我们说我们的职业是干什么的，我们说我们是如何的与众不同，或者我们怎么比其他人更好，然后我们就期待着一些别人的反应，比如购买，比如投票，诸如此类。
“这是我们新开的的律师事务所，我们拥有最棒的律师和最大的客户，我们总是能满足客户的要求”。
“这是我们的新车型，非常省油，真皮座椅。
买一辆吧”。
但是这些推销词一点劲都没有。
这是苹果公司实际上的沟通方式：“我们做的每一件事情，都是为了突破和创新。
我们坚信应该以不同的方式思考。
我们挑战现状的方式是通过把我们的产品设计得十分精美，使用简单，和界面友好。
我们只是在这个过程中做出了最棒的电脑。
想买一台吗？”感觉完全不一样，对吧？你已经准备从我这里买一台了。
我所做的只是将传递信息的顺序颠倒一下而已。
事实已经向我们证明，人们买的不是你做的产品，人们买的是你的信念和宗旨。
人们买的不是你做的产品，人们买的是你的信念。
这就解释了为什么这里的每个人从苹果公司买电脑时都觉得理所当然。
但是我们从苹果公司买MP3播放器，手机，或者数码摄像机时，也感觉很舒服。
而其实，我刚才已经说过，苹果公司只是个电脑公司。
没有什么能从结构上将苹果公司同竞争对手区分开来。
竞争对手和苹果公司有同样的能力制造所有这些产品。
实际上，他们也尝试过。
几年前，捷威（Gateway）公司推出了平板电视。
他们制造平板电视的能力很强，因为他们做平板显示器已经很多年了。
但是没有人买他们的平板电视。
戴尔公司推出了MP3播放器和掌上电脑，他们产品的质量非常好，产品的设计也非常不错。
但是也没有人买他们的这些产品。
其实，说到这里，我们无法想象会从戴尔公司买MP3播放器。
你为什么会从一家电脑公司买MP3播放器呢？但是每天我们都这么做。
人们买的不是你做的产品，人们买的是你的信念。
做公司的目标不是要跟所有需要你的产品的人做生意，而是跟与你有着相同理念的人做生意。
这是最精彩的部分。
我说的这些没有一个是我自己的观点。
这些观点都能从生物学里面找到根源。
不是心理学，是生物学。
当你俯视看大脑的横截面，你会发现人类大脑实际上分成三个主要部分，而这三个主要部分和黄金圆环匹配得非常好。
我们最新的脑部，管辖智力的脑部，或者说我们的大脑皮层，对应着“是什么”这个圆环。
大脑皮层负责我们所有的理性和逻辑的思考和语言功能。
中间的两个部分是我们的两个边脑。
边脑负责我们所有的情感，比如信任和忠诚，也负责所有的行为和决策，但这部分没有语言功能。
换句话说，当我们由外向内交流时，没错，人们可以理解大量的复杂信息，比如特征，优点，事实和图表。
但不足以激发行动。
当我们由内向外交流时，我们是在直接同控制行为的那一部分大脑对话，然后我们由人们理性地思考我们所说和做的事情。
这就是那些发自内心的决定的来源。
你知道，有时候你展示给一些人所有的数据图表，他们会说“我知道这些数据和图表是什么意思，但就是感觉不对。
”为什么我们会用这个动词，“感觉”不对？因为控制决策的那一部分大脑并不支配语言，我们只好说“我不知道为什么，就是感觉不对。
”或者有些时候，你说听从心的召唤，或者说听从灵魂。
我不想把这些观念分解得太彻底，但心和灵魂都不是控制行为的部分。
所有这一切都发生在你的边脑，控制决策行为而非语言的边脑。
如果你自己都不知道你为什么干你所做的事情，而别人要对你的动机作出反应，那么你怎么可能赢得大家对你的支持，从你这里购买东西，或者，更重要的，对你忠诚并且想成为你正在做的事情的一分子呢？再说一次，目标不仅仅是将你有的东西卖给需要它们的人；而是将东西卖给跟你有共同信念的人。
目标不仅仅是雇佣那些需要一份工作的人；目标是雇佣那些同你有共同信念的人。
你知道吗，我总是说，如果你雇佣某人只是因为他能做这份工作，他们就只是为你开的工资而工作，但是如果你雇佣跟你有共同信念的人，他们会为你付出热血，汗水和泪水。
这一点，没有比怀特兄弟的故事更恰当的例子了。
大多数人都没听说过塞缪尔·兰利这个人。
20世纪初期，投入机动飞行器的热情就像当今的网站热，每个人都在做尝试。
塞缪尔·兰利拥有所有大家认为是成功的要素。
我的意思是，即便是现在，你问别人“为什么你的产品或者公司失败了呢？”人们总是用同样的三个东西以同样的排列顺序来回答你，缺乏资金，用人不善，形势不好。
总是那三种理由，所以让我们来逐个分析一下。
国防部给了塞缪尔·兰利5万美金作为研制飞行器的资金。
所以说，资金不是问题。
他在哈佛大学工作过，也在史密森尼学会工作过，人脉极其广泛。
他认识当时最优秀的人才。
因此，他雇佣了用资金能吸引到的最优秀的人才。
当时的市场形势相当有利。
纽约时报对他做跟踪报道，每个人都支持他。
但是为什么你们连听都没听说过他呢？与此同时，几百公里之外的俄亥俄州代顿市有一对兄弟，奥维尔•莱特和维尔伯•莱特，他们俩没有任何我们认为的成功的要素。
他们没有钱。
他们用自行车店的收入来追求他们的梦想。
莱特兄弟的团队中没有一个人上过大学，就连奥维尔和维尔伯也没有。
纽约时报更是不沾边的。
不同的是，奥维尔和维尔伯追求的是一个事业，一个目标，一种信念。
他们相信如果他们能研制出飞行器，将会改变全世界的发展进程。
塞缪尔·兰利就不同了，他想要发财，他想要成名。
他追求的是最终结果，是变得富有。
看吧，看接下来怎么样了。
那些怀有和怀特兄弟一样梦想的人跟他们一起热血朝天地奋斗着。
另一边的人则是为了工资而工作。
后来流传的故事说，每次怀特兄弟出去实验时，都必须带着五组零件，因为那是在他们回来吃晚饭之前将要坠毁的次数。
最后，在1903年12月17日，怀特兄弟成功起飞，但是当时没有任何其他人在场目睹。
我们是在几天后才知道的。
后来的事情进一步证实了兰利动机不纯，他在怀特兄弟成功的当天就辞职了。
他本来应该可以说：“伙计们，这真是一项伟大的发明，我可以改进你们的技术。
”但是他没有，因为他不是第一个制造出飞机的人，他就不会变得富有，他也不会变得有名，所以他辞职了。
人们买的不是你的产品；而是你的信念。
如果你讲述你的信念，你将吸引那些跟你拥有同样信念的人。
但是为什么吸引那些跟你拥有同样信念的人非常重要呢？创新的传播有一个规律，如果你不知道这个规律，你一定了解这个概念。
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。
这部分最后行动的人买按键电话的唯一原因是因为他们再也买不到转盘电话了。
虽然我们在不同的时候会处在这个曲线上不同的位置，但是创新的传播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，你得等到获得15%-18%的市场接受度这个转折点之后才行。
那时之后市场才真正打开。
我喜欢问公司：“你的新生意怎么样呀？”他们会很自豪地告诉你“哦，大概有10%吧。
”是呀，你有可能就在10%的顾客群这里过不去了。
我们都能让10%的人“意会”，对，我们一般这样形容他们。
就好比描述那种感觉：“哦，他们有点心领神会了”。
问题是：你怎么在他们还没有成为你的顾客之前就发现那些能意会的人，和那些不能意会的人？这就是问题的所在，就是这点间隙，你得把这个间隙给填上，正如杰弗里穆尔所说的，“跨越鸿沟”。
因为早期的大多数不会尝试新事物，除非有些人已经先尝试过了。
而这些人，创新者和早期的少数人，他们喜欢大胆的尝试。