How leaders inspire us-TED演讲
How leaders inspire usHow 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, 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 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 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 callit 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? As a result, the way we think, 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." That's how most of us communicate. That's how most marketing and sales are done, that's how we communicate interpersonally. We say what we do, we say how we're different or 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. 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. I just reversed 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.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. As I said before, Apple's just a computer company. Nothing distinguishes them structurally from any of their competitors. Their competitors are 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 one 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, from the top down, 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, alldecision-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 cancommunicate 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. 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. 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 soul. 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. 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 they believe what you believe, they'll work for you with blood and sweat and tears. Nowhere else is there a better example 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. 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'sexplore 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 extremelywell-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. 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 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. 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, if you don't know the law, you know the terminology. The first 2.5% of our population are our innovators. The next 13.5% of our population are our early adopters. The next 34% 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. I love asking businesses, "What's your conversion on new business?" They love to tell you, "It's about 10 percent," proudly. Well, you can trip over 10% of the customers. We all have about 10% 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 doing business 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 bought one off the shelfthe next week. 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, the recipe for success is money and the right people and the right market conditions. 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.(Laughter)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 youeven 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% 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 men. And not untilall the laws that are made by men are consistent with the laws 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. 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.。
好想法是从哪来 Ted演讲
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.。
TED演讲-如何找到你喜欢的工作-双语
T E D演讲-如何找到你喜欢的工作-双语(2)(总14页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--TED演讲:如何找到你喜欢的工作?双语(2)这是一篇由网络搜集整理的关于TED演讲:如何找到你喜欢的工作（双语）的文档，希望对你能有帮助。
TED演讲:如何找到你喜欢的工作（双语）14:24To sum things up, in terms of these three pillars, they all have one thingin common more than anything else. They are 100 percent in our control. No one can tell you you can't learn about yourself. No one can tell you you can't push your limits and learn your own impossible and push that. No one can tell you you can't surround yourself with inspiring people or get away from the people who bring you down. You can't control a recession. You can't control getting fired or getting in a car accident. Most things are totally out of our hands. These three things are totally on us, and they can change our whole world if we decide to do something about it.15:03And the thing is, it's starting to happen on a widespread level. I just read in Forbes, the US Government reported for the first time in a month where more people had quit their jobs than had been laid off. They thought this was an anomaly, but it's happened three months straight. In a time where people claim it's kind of a tough environment, people are giving a middle finger to thisscripted life, the things that people say you're supposed to do, in exchange for things that matter to them and do the things that inspire them.15:27And the thing is, people are waking up to this possibility, that really the only thing that limits possibility now is imaginati on. That's not a cliché anymore.I don't care what it is that you're into, what passion, what hobby. If you're into knitting, you can find someone who is killing it knitting, and you can learn from them. It's wild. And that's what this whole day is about, to learn from the folks speaking, and we profile these people on Live Your Legend every day, because when ordinary people are doing the extraordinary, and we can be around that, it becomes normal. And this isn't about being Gandhi or Steve Jobs, doing something crazy. It's just about doing something that matters to you, and makes an impact that only you can make.16:10Speaking of Gandhi, he was a recovering lawyer, as I've heard the term, and he was called to a greater cause, something that mattered to him, he couldn't not do. And he has this quote that I absolutely live by. "First they ignore you, then they laugh at you, then they fight you, then you win."16:28Everything was impossible until somebody did it. You can either hang around the people who tell you it can't be done and tell you you're stupid for trying, or surround yourself with the people who inspire possibility, the peoplewho are in this room. Because I see it as our responsibility to show the world that what's seen as impossible can become that new normal. And that's already starting to happen. First, do the things that inspire us, so we can inspire other people to do the things that inspire them. But we can't find that unless we know what we're looking for. We have to do our work on ourself, be intentional about that, and make those discoveries. Because I imagine a world where 80 percent of people love the work they do. What would that look like What would the innovation be like How would you treat the people around you Things would start to change.17:19And as we finish up, I have just one question to ask you guys, and I think it's the only question that matters. And it's what is the work you can't not do Discover that, live it, not just for you, but for everybody around you, because that is what starts to change the world. What is the work you can't not do 中文：哇!真荣幸。
为如何成为一个好的领导者提供意见英语作文
为如何成为一个好的领导者提供意见英语作文Leadership is a quality that is highly sought after in today's fast-paced and competitive world. Effective leadership is essential for the success of any organization, whether it is a business, a government, or a non-profit. A good leader possesses a unique set of skills and traits that enable them to inspire and motivate others to achieve their goals. In this essay, we will explore some of the key characteristics and strategies that can help individuals become effective leaders.One of the most important qualities of a good leader is the ability to communicate effectively. A leader must be able to articulate their vision and goals clearly and concisely, and to inspire their team to work towards a common purpose. This requires excellent verbal and written communication skills, as well as the ability to listen actively and respond to the needs and concerns of their team members.Another crucial aspect of effective leadership is the ability to makesound decisions. Leaders must be able to analyze complex situations, weigh the pros and cons of different courses of action, and make informed decisions that will have a positive impact on their organization. This requires a combination of critical thinking skills, strategic planning, and the willingness to take calculated risks.In addition to decision-making skills, a good leader must also possess strong problem-solving abilities. Leaders are often faced with a variety of challenges and obstacles that they must overcome in order to achieve their goals. Effective leaders are able to identify the root causes of problems, generate creative solutions, and implement them in a timely and efficient manner.Another key characteristic of a good leader is the ability to inspire and motivate their team. Leaders must be able to create a positive and supportive work environment that encourages team members to work together towards a common goal. This requires the ability to recognize and acknowledge the contributions of team members, to provide constructive feedback and guidance, and to foster a sense of ownership and accountability among team members.Closely related to the ability to inspire and motivate is the quality of emotional intelligence. Effective leaders must be able to understand and manage their own emotions, as well as the emotions of their team members. This includes the ability to empathize with others, tomanage conflict, and to maintain a positive and optimistic attitude even in the face of adversity.Another important characteristic of a good leader is the ability to adapt to changing circumstances. The business world is constantly evolving, and leaders must be able to anticipate and respond to these changes in order to maintain a competitive edge. This requires the ability to think creatively, to be open to new ideas and perspectives, and to be willing to embrace change and innovation.Finally, a good leader must possess a strong sense of integrity and ethical behavior. Leaders must be able to set a positive example for their team members and to uphold the values and principles of their organization. This includes being honest and transparent, treating team members with respect and fairness, and making decisions that are in the best interest of the organization and its stakeholders.In conclusion, becoming a good leader requires a combination of skills, traits, and strategies that can be developed and honed over time. Effective leaders must be able to communicate effectively, make sound decisions, solve problems, inspire and motivate their team, demonstrate emotional intelligence, adapt to changing circumstances, and uphold a strong sense of integrity and ethical behavior. By cultivating these qualities, individuals can become effective leaders who can guide their organizations to success.。
TED演讲：如何找到自己钟爱的工作？年轻人都应该看看
TED演讲：如何找到自己钟爱的工作？年轻人都应该看看演说者：Scott Dinsmore演说题目：如何找到自己钟爱的工作什么工作，是你非做不可的？你是在跟随别人在爬连自己都不知道去向何处的楼梯吗？听听这个演讲，给你想要的答案，看看所有工作成功的人都有的三个共同点。
中英对照演讲稿Wow, what an honor. I always wondered what this would feel like.So eight years ago, I got the worst career advice of my life. I had a friend tell me, "Don't worry about how much you like the work you're doing now. It's all about just building your resume."非常荣幸。
我一直很好奇这会是什么感觉。
八年前，我听到一个有生以来最烂的职场建议。
有个朋友跟我说，“ 斯科特，别考虑你喜不喜欢现在的工作，重要的是简历上好看。
”And I'd just come back from living in Spain for a while, and I'd joined this Fortune 500 company. I thought, "This is fantastic. I'm going to have big impact on the world." I had all these ideas. And within about two months, I noticed at about 10am every morning I had this strange urge to want to slam my head through the monitor of my computer. I don't know if anyone's ever felt that. And I noticed pretty soon after that that all the competitors in our space had already automated my job role. And this is right about when I got this sage advice to build up my resume.我那时候在西班牙住了一段时间，刚回来，进了一家财富500强公司。
领导力量演讲稿英文范文
Ladies and Gentlemen,Good morning/afternoon/evening. It is a great honor to stand before you today and share my thoughts on the power of leadership. Leadership is an art, a science, and a responsibility that can shape the destiny of individuals, teams, and organizations. In this speech, I will explorethe essential qualities of a leader, the challenges of leading in times of change, and the role of leaders in inspiring growth and innovation.The Essence of LeadershipLeadership begins with self-awareness. A leader must first understand themselves—their strengths, weaknesses, values, and passions. Thisself-awareness allows leaders to set a clear vision and direction for their team or organization. Here are some key qualities that define a leader:1. Vision and Purpose: A leader must have a clear vision of where they want to take their team or organization. This vision should be inspiring, achievable, and aligned with the values of the group.2. Integrity: Integrity is the cornerstone of leadership. Leaders must act with honesty, transparency, and fairness, earning the trust and respect of their followers.3. Communication: Effective communication is essential for leaders. They must be able to articulate their vision, listen to the concerns of their team, and foster an open and collaborative environment.4. Empathy: Empathy allows leaders to connect with their team members ona personal level, understanding their needs, challenges, and aspirations.5. Resilience: Leadership often requires navigating through adversity. Resilient leaders can adapt to change, learn from failures, and inspire others to do the same.Leading in Times of ChangeChange is the only constant in life, and leaders must be adept at navigating through it. Here are some strategies for leading during times of change:1. Embrace Change: Leaders must embrace change as an opportunity for growth and improvement. They should encourage their team to adopt a positive attitude towards change.2. Communicate Clearly: When change is announced, it is crucial for leaders to communicate the reasons, benefits, and implications clearly. This helps to alleviate fears and uncertainties.3. Empower Your Team: Give your team the autonomy to make decisions and take ownership of their work. This empowers them to adapt to change and find innovative solutions.4. Foster Resilience: Help your team develop resilience by providing support, resources, and opportunities for learning. This will enable them to cope with change effectively.5. Celebrate Successes: Recognize and celebrate small victories along the way. This helps to maintain morale and motivation, even during challenging times.Inspiring Growth and InnovationLeaders play a critical role in fostering growth and innovation within their organizations. Here are some ways to inspire growth and innovation:1. Encourage Learning: Create a culture of continuous learning and development. Provide opportunities for your team to acquire new skills and knowledge.2. Support Innovation: Encourage experimentation and risk-taking. Create an environment where failure is seen as a stepping stone to success.3. Recognize and Reward: Acknowledge and reward innovative ideas and achievements. This reinforces the value of creativity and encourages others to contribute their best.4. Promote Collaboration: Foster a collaborative environment where diverse perspectives are valued and integrated. This leads to more innovative solutions and better decision-making.5. Set an Example: As a leader, you must lead by example. Demonstrate a willingness to learn, adapt, and embrace change. This inspires others to do the same.ConclusionLeadership is a complex and demanding role, but it is also incredibly rewarding. By embodying the qualities of a great leader, navigating change effectively, and inspiring growth and innovation, we can create a positive and impactful legacy.In closing, I urge each of you to embrace your leadership role with passion, integrity, and courage. Remember that you have the power to make a difference in the lives of others and to shape the future of your organization.Thank you for your attention, and may we all strive to be the leaders that our teams and organizations need.God bless.[The End]。
大学生领导力演讲稿英文
Ladies and gentlemen, esteemed professors, and fellow students,Good morning/afternoon/evening. It is a great honor to stand before you today and share my thoughts on a topic that is not only vital to our personal growth but also to the betterment of our society – leadership.As college students, we are at a unique crossroads in our lives. We have the opportunity to shape our future, to learn, and to grow. However, with this opportunity comes the responsibility of becoming leaders. Leadership is not just a title or a position; it is an attitude, a mindset, and a way of life.The world is changing rapidly, and with these changes come new challenges and opportunities. As college students, we are the future leaders of our country, our communities, and our world. It is our duty to step up and take charge, to lead by example, and to inspire others to do the same.What is leadership, and why is it so important for college students to embrace it?Leadership is the ability to inspire, motivate, and guide others towards a common goal. It is the art of influencing others to achieve their full potential. A leader is someone who is not afraid to take risks, to make mistakes, and to learn from them. A leader is someone who is compassionate, empathetic, and who values the well-being of others.As college students, we have the unique advantage of being young, energetic, and open-minded. We have the ability to think critically, to analyze situations, and to make informed decisions. We have the power to influence our peers, our professors, and our communities.Leadership is important for college students for several reasons:1. Personal Development: Leadership is a powerful tool for personal growth. By taking on leadership roles, we learn to be responsible, to communicate effectively, and to work collaboratively. We also learn to be resilient, to adapt to change, and to overcome obstacles.2. Career Success: Leadership skills are highly sought after in the workplace. Employers look for candidates who can lead teams, solve problems, and make strategic decisions. By developing leadership skills, we increase our chances of career success.3. Community Impact: As college students, we have the power to make a positive impact on our communities. By taking on leadership roles, we can address social issues, promote social justice, and create a more inclusive society.So, how can we develop our leadership skills as college students?1. Take on Leadership Roles: Seek out opportunities to lead, whether it be in student organizations, on campus projects, or in your personal life. By taking on leadership roles, you will gain experience and develop your skills.2. Seek Mentorship: Find a mentor who can provide guidance and support as you grow as a leader. A mentor can help you navigate challenges,offer advice, and provide valuable insights.3. Develop Communication Skills: Effective communication is essentialfor leadership. Work on your public speaking, writing, and active listening skills to become a more effective leader.4. Practice Self-awareness: Understand your strengths, weaknesses, and values. This will help you to develop a leadership style that is authentic and effective.5. Embrace Diversity: As leaders, we must be inclusive and embrace diversity. Learn to appreciate different perspectives and cultures to become a more well-rounded leader.6. Lead by Example: Be the change you wish to see in the world. By leading by example, you can inspire others to do the same.In conclusion, leadership is a powerful force that can shape our future and the future of our world. As college students, we have the potential to be great leaders. By embracing leadership, we can make a positive impact on our lives, our communities, and our world.Let us not underestimate the power of leadership. Let us take action, step up to the plate, and lead with passion, integrity, and purpose. Together, we can create a brighter future for ourselves and for generations to come.Thank you for your attention, and I encourage you to embrace the power of leadership and make a difference in the world.God bless you all.。
马丁·路德·金英文演讲：我已达至峰顶_演讲稿范文_
马丁·路德·金英文演讲：我已达至峰顶马丁·路德·金是著名的美国民权运动领袖，今天小编给大家分享一篇马丁路德金在临死前一天的精彩演讲，希望对大家有所帮助。
马丁·路德·金英文演讲：我已达至峰顶Thank you very kindly, my friends. As I listened to Ralph Abernathy and his eloquent and generous introduction and then thought about myself, I wondered who he was talking about. It's always good to have your closest friend and associate to say something good about you. And Ralph Abernathy is the best friend that I have in the world. I'm delighted to see each of you here tonight in spite of a storm warning. You reveal that you are determined to go on anyhow.Something is happening in Memphis; something is happening in our world. And you know, if I were standing at the beginning of time, with the possibility of taking a kind of general and panoramic view of the whole of human history up to now, and the Almighty said to me, "Martin Luther King, which age would you like to live in?" I would take my mental flight by Egypt and I would watch God's children in their magnificent trek from the dark dungeons of Egypt through, or rather across the Red Sea, through the wilderness on toward the promised land. And in spite of its magnificence, I wouldn't stop there.I would move on by Greece and take my mind to Mount Olympus. And I would see Plato, Aristotle, Socrates, Euripides and Aristophanes assembled around the Parthenon. And I would watch them around the Parthenon as they discussed the great and eternal issues of reality. But I wouldn't stop there.I would go on, even to the great heyday of the Roman Empire. And I would see developments around there, through variousemperors and leaders. But I wouldn't stop there.I would even come up to the day of the Renaissance, and geta quick picture of all that the Renaissance did for the cultural and aesthetic life of man. But I wouldn't stop there.I would even go by the way that the man for whom I am named had his habitat. And I would watch Martin Luther as he tacked his ninety-five theses on the door at the church of Wittenberg. But I wouldn't stop there.I would come on up even to 1863, and watch a vacillating President by the name of Abraham Lincoln finally come to the conclusion that he had to sign the Emancipation Proclamation. But I wouldn't stop there.I would even come up to the early thirties, and see a man grappling with the problems of the bankruptcy of his nation. And come with an eloquent cry that we have nothing to fear but "fear itself." But I wouldn't stop there.Strangely enough, I would turn to the Almighty, and say, "If you allow me to live just a few years in the second half of the 20th century, I will be happy."Now that's a strange statement to make, because the world is all messed up. The nation is sick. Trouble is in the land; confusion all around. That's a strange statement. But I know, somehow, that only when it is dark enough can you see the stars. And I see God working in this period of the twentieth century in a way that men, in some strange way, are responding.Something is happening in our world. The masses of people are rising up. And wherever they are assembled today, whether they are in Johannesburg, South Africa; Nairobi, Kenya; Accra, Ghana; New York City; Atlanta, Georgia; Jackson, Mississippi; or Memphis, Tennessee -- the cry is always the same: "We want tobe free."And another reason that I'm happy to live in this period is that we have been forced to a point where we are going to have to grapple with the problems that men have been trying to grapple with through history, but the demands didn't force them to do it. Survival demands that we grapple with them. Men, for years now, have been talking about war and peace. But now, no longer can they just talk about it. It is no longer a choice between violence and nonviolence in this world; it's nonviolence or nonexistence. That is where we are today.And also in the human rights revolution, if something isn't done, and done in a hurry, to bring the colored peoples of the world out of their long years of poverty, their long years of hurt and neglect, the whole world is doomed. Now, I'm just happy that God has allowed me to live in this period to see what is unfolding. And I'm happy that He's allowed me to be in Memphis.I can remember -- I can remember when Negroes were just going around as Ralph has said, so often, scratching where they didn't itch, and laughing when they were not tickled. But that day is all over. We mean business now, and we are determined to gain our rightful place in God's world.And that's all this whole thing is about. We aren't engaged in any negative protest and in any negative arguments with anybody. We are saying that we are determined to be men. We are determined to be people. We are saying -- We are saying that we are God's children. And that we are God's children, we don't have to live like we are forced to live.Now, what does all of this mean in this great period of history? It means that we've got to stay together. We've got to stay together and maintain unity. You know, whenever Pharaohwanted to prolong the period of slavery in Egypt, he had a favorite, favorite formula for doing it. What was that? He kept the slaves fighting among themselves. But whenever the slaves get together, something happens in Pharaoh's court, and he cannot hold the slaves in slavery. When the slaves get together, that's the beginning of getting out of slavery. Now let us maintain unity.Secondly, let us keep the issues where they are. The issue is injustice. The issue is the refusal of Memphis to be fair and honest in its dealings with its public servants, who happen to be sanitation workers. Now, we've got to keep attention on that. That's always the problem with a little violence. You know what happened the other day, and the press dealt only with the window-breaking. I read the articles. They very seldom got around to mentioning the fact that one thousand, three hundred sanitation workers are on strike, and that Memphis is not being fair to them, and that Mayor Loeb is in dire need of a doctor. They didn't get around to that.Now we're going to march again, and we've got to march again, in order to put the issue where it is supposed to be -- and force everybody to see that there are thirteen hundred of God's children here suffering, sometimes going hungry, going through dark and dreary nights wondering how this thing is going to come out. That's the issue. And we've got to say to the nation: We know how it's coming out. For when people get caught up with that which is right and they are willing to sacrifice for it, there is no stopping point short of victory.We aren't going to let any mace stop us. We are masters in our nonviolent movement in disarming police forces; they don't know what to do. I've seen them so often. I remember in Birmingham, Alabama, when we were in that majestic strugglethere, we would move out of the 16th Street Baptist Church day after day; by the hundreds we would move out. And Bull Connor would tell them to send the dogs forth, and they did come; but we just went before the dogs singing, "Ain't gonna let nobody turn me around."Bull Connor next would say, "Turn the fire hoses on." And as I said to you the other night, Bull Connor didn't know history. He knew a kind of physics that somehow didn't relate to the transphysics that we knew about. And that was the fact that there was a certain kind of fire that no water could put out. And we went before the fire hoses; we had known water. If we were Baptist or some other denominations, we had been immersed. If we were Methodist, and some others, we had been sprinkled, but we knew water. That couldn't stop us.And we just went on before the dogs and we would look at them; and we'd go on before the water hoses and we would look at it, and we'd just go on singing "Over my head I see freedom in the air." And then we would be thrown in the paddy wagons, and sometimes we were stacked in there like sardines in a can. And they would throw us in, and old Bull would say, "Take 'em off," and they did; and we would just go in the paddy wagon singing, "We Shall Overcome." And every now and then we'd get in jail, and we'd see the jailers looking through the windows being moved by our prayers, and being moved by our words and our songs. And there was a power there which Bull Connor couldn't adjust to; and so we ended up transforming Bull into a steer, and we won our struggle in Birmingham. Now we've got to go on in Memphis just like that. I call upon you to be with us when we go out Monday.Now about injunctions: We have an injunction and we'regoing into court tomorrow morning to fight this illegal, unconstitutional injunction. All we say to America is, "Be true to what you said on paper." If I lived in China or even Russia, or any totalitarian country, maybe I could understand some of these illegal injunctions. Maybe I could understand the denial of certain basic First Amendment privileges, because they hadn't committed themselves to that over there. But somewhere I read of the freedom of assembly. Somewhere I read of the freedom of speech. Somewhere I read of the freedom of press. Somewhere I read that the greatness of America is the right to protest for right. And so just as I say, we aren't going to let dogs or water hoses turn us around, we aren't going to let any injunction turn us around. We are going on.We need all of you. And you know what's beautiful to me is to see all of these ministers of the Gospel. It's a marvelous picture. Who is it that is supposed to articulate the longings and aspirations of the people more than the preacher? Somehow the preacher must have a kind of fire shut up in his bones. And whenever injustice is around he tell it. Somehow the preacher must be an Amos, and saith, "When God speaks who can but prophesy?" Again with Amos, "Let justice roll down like waters and righteousness like a mighty stream." Somehow the preacher must say with Jesus, "The Spirit of the Lord is upon me, because he hath anointed me," and he's anointed me to deal with the problems of the poor."And I want to commend the preachers, under the leadership of these noble men: James Lawson, one who has been in this struggle for many years; he's been to jail for struggling; he's been kicked out of Vanderbilt University for this struggle, but he's still going on, fighting for the rights of his people. Reverend RalphJackson, Billy Kiles; I could just go right on down the list, but time will not permit. But I want to thank all of them. And I want you to thank them, because so often, preachers aren't concerned about anything but themselves. And I'm always happy to see a relevant ministry.It's all right to talk about "long white robes over yonder," in all of its symbolism. But ultimately people want some suits and dresses and shoes to wear down here! It's all right to talk about "streets flowing with milk and honey," but God has commanded us to be concerned about the slums down here, and his children who can't eat three square meals a day. It's all right to talk about the new Jerusalem, but one day, God's preacher must talk about the new New York, the new Atlanta, the new Philadelphia, the new Los Angeles, the new Memphis, Tennessee. This is what we have to do.Now the other thing we'll have to do is this: Always anchor our external direct action with the power of economic withdrawal. Now, we are poor people. Individually, we are poor when you compare us with white society in America. We are poor. Never stop and forget that collectively -- that means all of us together -- collectively we are richer than all the nations in the world, with the exception of nine. Did you ever think about that? After you leave the United States, Soviet Russia, Great Britain, West Germany, France, and I could name the others, the American Negro collectively is richer than most nations of the world. We have an annual income of more than thirty billion dollars a year, which is more than all of the exports of the United States, and more than the national budget of Canada. Did you know that? That's power right there, if we know how to pool it.We don't have to argue with anybody. We don't have to curseand go around acting bad with our words. We don't need any bricks and bottles. We don't need any Molotov cocktails. We just need to go around to these stores, and to these massive industries in our country, and say, "God sent us by here, to say to you that you're not treating his children right. And we've come by here to ask you to make the first item on your agenda fair treatment, where God's children are concerned. Now, if you are not prepared to do that, we do have an agenda that we must follow. And our agenda calls for withdrawing economic support from you."And so, as a result of this, we are asking you tonight, to go out and tell your neighbors not to buy Coca-Cola in Memphis. Go by and tell them not to buy Sealtest milk. Tell them not to buy -- what is the other bread? -- Wonder Bread. And what is the other bread company, Jesse? T ell them not to buy Hart's bread. As Jesse Jackson has said, up to now, only the garbage men have been feeling pain; now we must kind of redistribute the pain. We are choosing these companies because they haven't been fair in their hiring policies; and we are choosing them because they can begin the process of saying they are going to support the needs and the rights of these men who are on strike. And then they can move on town -- downtown and tell Mayor Loeb to do what is right.But not only that, we've got to strengthen black institutions.I call upon you to take your money out of the banks downtown and deposit your money in Tri-State Bank. We want a "bank-in" movement in Memphis. Go by the savings and loan association. I'm not asking you something that we don't do ourselves at SCLC. Judge Hooks and others will tell you that we have an account here in the savings and loan association from the SouthernChristian Leadership Conference. We are telling you to follow what we are doing. Put your money there. You have six or seven black insurance companies here in the city of Memphis. Take out your insurance there. We want to have an "insurance-in."Now these are some practical things that we can do. We begin the process of building a greater economic base. And at the same time, we are putting pressure where it really hurts. I ask you to follow through here.Now, let me say as I move to my conclusion that we've got to give ourselves to this struggle until the end. Nothing would be more tragic than to stop at this point in Memphis. We've got to see it through. And when we have our march, you need to be there. If it means leaving work, if it means leaving school -- be there. Be concerned about your brother. You may not be on strike. But either we go up together, or we go down together.Let us develop a kind of dangerous unselfishness. One day a man came to Jesus, and he wanted to raise some questions about some vital matters of life. At points he wanted to trick Jesus, and show him that he knew a little more than Jesus knew and throw him off base....Now that question could have easily ended up in a philosophical and theological debate. But Jesus immediately pulled that question from mid-air, and placed it on a dangerous curve between Jerusalem and Jericho. And he talked about a certain man, who fell among thieves. You remember that a Levite and a priest passed by on the other side. They didn't stop to help him. And finally a man of another race came by. He got down from his beast, decided not to be compassionate by proxy. But he got down with him, administered first aid, and helped the man in need. Jesus ended up saying, this was the good man, this wasthe great man, because he had the capacity to project the "I" into the "thou," and to be concerned about his brother.Now you know, we use our imagination a great deal to try to determine why the priest and the Levite didn't stop. At times we say they were busy going to a church meeting, an ecclesiastical gathering, and they had to get on down to Jerusalem so they wouldn't be late for their meeting. At other times we would speculate that there was a religious law that "One who was engaged in religious ceremonials was not to touch a human body twenty-four hours before the ceremony." And every now and then we begin to wonder whether maybe they were not going down to Jerusalem -- or down to Jericho, rather to organize a "Jericho Road Improvement Association." That's a possibility. Maybe they felt that it was better to deal with the problem from the causal root, rather than to get bogged down with an individual effect.But I'm going to tell you what my imagination tells me. It's possible that those men were afraid. You see, the Jericho road is a dangerous road. I remember when Mrs. King and I were first in Jerusalem. We rented a car and drove from Jerusalem down to Jericho. And as soon as we got on that road, I said to my wife, "I can see why Jesus used this as the setting for his parable." It's a winding, meandering road. It's really conducive for ambushing. You start out in Jerusalem, which is about 1200 miles -- or rather 1200 feet above sea level. And by the time you get down to Jericho, fifteen or twenty minutes later, you're about 2200 feet below sea level. That's a dangerous road. In the days of Jesus it came to be known as the "Bloody Pass." And you know, it's possible that the priest and the Levite looked over that man on the ground and wondered if the robbers were still around. Or it'spossible that they felt that the man on the ground was merely faking. And he was acting like he had been robbed and hurt, in order to seize them over there, lure them there for quick and easy seizure. And so the first question that the priest asked -- the first question that the Levite asked was, "If I stop to help this man, what will happen to me?" But then the Good Samaritan came by. And he reversed the question: "If I do not stop to help this man, what will happen to him?"That's the question before you tonight. Not, "If I stop to help the sanitation workers, what will happen to my job. Not, "If I stop to help the sanitation workers what will happen to all of the hours that I usually spend in my office every day and every week as a pastor?" The question is not, "If I stop to help this man in need, what will happen to me?" The question is, "If I do not stop to help the sanitation workers, what will happen to them?" That's the question.Let us rise up tonight with a greater readiness. Let us stand with a greater determination. And let us move on in these powerful days, these days of challenge to make America what it ought to be. We have an opportunity to make America a better nation. And I want to thank God, once more, for allowing me to be here with you.You know, several years ago, I was in New York City autographing the first book that I had written. And while sitting there autographing books, a demented black woman came up. The only question I heard from her was, "Are you Martin Luther King?" And I was looking down writing, and I said, "Yes." And the next minute I felt something beating on my chest. Before I knew it I had been stabbed by this demented woman. I was rushed to Harlem Hospital. It was a dark Saturday afternoon. And thatblade had gone through, and the X-rays revealed that the tip of the blade was on the edge of my aorta, the main artery. And once that's punctured, your drowned in your own blood -- that's the end of you.It came out in the New York Times the next morning, that if I had merely sneezed, I would have died. Well, about four days later, they allowed me, after the operation, after my chest had been opened, and the blade had been taken out, to move around in the wheel chair in the hospital. They allowed me to read some of the mail that came in, and from all over the states and the world, kind letters came in. I read a few, but one of them I will never forget. I had received one from the President and the Vice-President. I've forgotten what those telegrams said. I'd received a visit and a letter from the Governor of New York, but I've forgotten what that letter said. But there was another letter that came from a little girl, a young girl who was a student at the White Plains High School. And I looked at that letter, and I'll never forget it. It said simply,Dear Dr. King,I am a ninth-grade student at the White Plains High School."And she said,While it should not matter, I would like to mention that I'm a white girl. I read in the paper of your misfortune, and of your suffering. And I read that if you had sneezed, you would have died. And I'm simply writing you to say that I'm so happy that you didn't sneeze.And I want to say tonight -- I want to say tonight that I too am happy that I didn't sneeze. Because if I had sneezed, I wouldn't have been around here in 1960, when students all over the South started sitting-in at lunch counters. And I knew that asthey were sitting in, they were really standing up for the best in the American dream, and taking the whole nation back to those great wells of democracy which were dug deep by the Founding Fathers in the Declaration of Independence and the Constitution.If I had sneezed, I wouldn't have been around here in 1961, when we decided to take a ride for freedom and ended segregation in inter-state travel.If I had sneezed, I wouldn't have been around here in 1962, when Negroes in Albany, Georgia, decided to straighten their backs up. And whenever men and women straighten their backs up, they are going somewhere, because a man can't ride your back unless it is bent.If I had sneezed -- If I had sneezed I wouldn't have been here in 1963, when the black people of Birmingham, Alabama, aroused the conscience of this nation, and brought into being the Civil Rights Bill.If I had sneezed, I wouldn't have had a chance later that year, in August, to try to tell America about a dream that I had had.If I had sneezed, I wouldn't have been down in Selma, Alabama, to see the great Movement there.If I had sneezed, I wouldn't have been in Memphis to see a community rally around those brothers and sisters who are suffering.I'm so happy that I didn't sneeze.And they were telling me --. Now, it doesn't matter, now. It really doesn't matter what happens now. I left Atlanta this morning, and as we got started on the plane, there were six of us. The pilot said over the public address system, "We are sorry for the delay, but we have Dr. Martin Luther King on the plane. And to be sure that all of the bags were checked, and to be sure thatnothing would be wrong with on the plane, we had to check out everything carefully. And we've had the plane protected and guarded all night."And then I got into Memphis. And some began to say the threats, or talk about the threats that were out. What would happen to me from some of our sick white brothers?Well, I don't know what will happen now. We've got some difficult days ahead. But it really doesn't matter with me now, because I've been to the mountaintop.And I don't mind.Like anybody, I would like to live a long life. Longevity has its place. But I'm not concerned about that now. I just want to do God's will. And He's allowed me to go up to the mountain. And I've looked over. And I've seen the Promised Land. I may not get there with you. But I want you to know tonight, that we, as a people, will get to the promised land!mlkmountaintop3.JPGAnd so I'm happy, tonight.I'm not worried about anything.I'm not fearing any man!Mine eyes have seen the glory of the coming of the Lord!。
关于leadership的英文演讲
关于leadership的英文演讲Ladies and gentlemen, esteemed guests,Today, I stand before you to discuss a topic that is crucial in our ever-changing world: leadership. Leadership is not just a position or a title, but a mindset and a set of skills that can empower individuals to make a positive impact on their communities, organizations, and even the world.Leadership is about inspiring and influencing others to work towards a common goal. It requires vision, integrity, and the ability to communicate effectively. A great leader is someone who leads by example, who embodies the values they promote and inspires others to follow suit.In today's complex and interconnected world, leadership is needed in every sphere of society. Whether it's in business, politics, education, or community service, effective leadership can drive innovation, foster collaboration, and create positive change. It is through leadership that we can address the challenges and seize the opportunities that lie ahead.But what makes a great leader? It is not just about being charismatic or having all the answers. True leadership is rooted in humility and a genuine desire to serve others. It is about listening to diverse perspectives, empowering team members, and creating an environment that fosters growth and creativity.Leadership is also about resilience and adaptability. In a rapidly evolving world, leaders must be able to navigate through uncertainty, embrace change, and turn challenges into opportunities. They must be willing to take risks, learn from failures, and constantly strive for improvement.Furthermore, leadership is not confined to a select few. Each and every one of ushas the potential to be a leader in our own spheres of influence. Whether it's as a parent, a friend, or a colleague, we can make a difference by demonstrating leadership qualities such as empathy, compassion, and integrity.In conclusion, leadership is not a destination but a lifelong journey. It requires continuous learning, self-reflection, and a commitment to personal growth. Let us all strive to become the leaders our world needs –leaders who inspire, empower, and create positive change. Together, we can build a brighter future for generations to come.Thank you.。
Simon Sinek演讲How great leaders inspire action
Simon SinekHow great leaders inspire actionHow 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, 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 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.1:17About 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 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.2:07Why? 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? As a result, the way we think,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.3:13Let 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."That's how most of us communicate. That's how most marketing and sales are done, that's how we communicate interpersonally. We say what we do, we say how we're different or 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. Here's our new car: It gets great gas mileage, it has leather seats. Buy our car. But it's uninspiring.4:00Here'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. I just reversed 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.4:35This 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. As I said before, Apple's just a computer company. Nothing distinguishes them structurally from any of their competitors. Their competitors are 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 one from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. Thegoal 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:5:48None 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, from the top down, 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.6:35In 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 brainthat 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. 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. 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 soul. I hate to break it to you, those aren't other body partscontrolling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.7:29But 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 loyaland want to be a part of what it is that you do. 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 foryour money, but if they believe what you believe,they'll work for you with blood and sweat and tears. Nowhere else is there a better example than with the Wright brothers.8:14Most 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. 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 Departmentto figure out this flyingmachine. 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?9:15A 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. 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 supper.10:19And, 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. Hecould 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.10:50People don't buy what you do; they buy why you do it. 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, if you don't know the law, you know the terminology. The first 2.5% of our population are our innovators. The next 13.5% of our population are our early adopters. The next 34% are your early majority, your late majority and your laggards. The only reason these people buytouch-tone phones is because you can't buy rotary phones anymore.11:28(Laughter)11:30We 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. I love asking businesses, "What's your conversion on new business?" They love to tell you, "It's about 10 percent," proudly. Well, you can trip over 10% of the customers. We all have about 10% 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 doing business 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.12:38These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have bought one off the shelf the next week. These are the people who spent 40,000 dollarson 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 willdo 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.13:27So 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, the recipe for success is money and the right people and the right market conditions. 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.14:05(Laughter)14:07But 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.15:11Now 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 werebad. 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.16:16How 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% 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 men. And not until all the laws that are made by men are consistent with the laws 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. By the way, he gave the "I have a dream" speech, not the "I have a plan" speech.17:07(Laughter)17:11Listen 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.17:52Thank you very much. 17:53(Applause)I have been managing people for about 15 years now. Recently I decided to leave management, specifically because of executive management. I have had great management positions, and crappy management positions. 100% of the time I've had crappy management positions, was specifically because of the lack of safety employees have felt in the company overall, which impacted me as a senior manager, because mymotto is, if I'm not being supported by executive management, as a manager/director, then my efforts are for not. They are for not, because I can only do so much with supporting my staff, if I'm forced to support inane decisions from the executive staff. The companies where I've had great management experiences, where on resigning my position I've had members of my staff literally shed tears on my departure, those were the companies where executive management let me have complete control over my staff/dept., and empowered me with my decision making. What Simon is talking about is right on the money! Everything he's said rings true. Simon is the first person I've heard, articulate it. Thank you, Simon! You've liberated my soul! I finally got so fed up with the places I was working, that I decided to start my own company, which I'm launching in 2015 (online). The lack of management on an executive level, basically sucked the life out of me as a mid-tier manager. I love people! I'm very protective of my staff, just as much as I am protective as a father to my children, and husband to my wife. For me, it's the same principle. And every executive I've worked with, knows it. For me, it's the only way I can manage, because at the end of the day, it creates a safe, happy, and productive environment, where thoughts, ideas, and feelings, can be shared openly, without judgement, without fear. And, it works! I get results! And as far as I'm concerned, results matter! The people I manage, matter! Thanks again, Simon. -RichardSimon's talk reminds me: A company is a living, breathing spirit (the we, not me) of the people within it. Which brings me immediately to the ask "what are the company's core values and do they stay true to them with decision making?" Why human needs and values are not top priority in companies’ "core values" is revealing. Assuming the company included its people in this "core values" it promotes, where does it sit in order of priority on the list? Its important to recognize when a company’s adv ertised core values are in conflict with management’s daily decision-making. Each decision forms the culture, not the statement on the poster in the staff room. When companies make decisions outside their core values they get into trouble and put staff and leaders (not necessarily management) in conflict with their own personal values, chipping away at morality, safe workplace, job satisfaction and fulfillment.The numbers should be the result and the core values the target. I have seen many examples and experienced the business lifecycle when at the start the company was focused on the customer, staff and the job to be done (solving a problem) and when mature becomes more focused on their product and less about the customer and even less about the staff. It does not have to be that way!。