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!。
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?。
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.。
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。
100篇ted中英文演讲稿 解压密码
100篇ted中英文演讲稿解压密码全文共3篇示例，供读者参考篇1TED Talks have become a popular platform for sharing ideas and inspiration with the world. With over 1000 speeches available online, there is a wealth of knowledge waiting to be unlocked by those with a thirst for learning.However, accessing these talks can sometimes be a challenge due to the presence of password-protected files. In this article, we will explore the topic of decoding the passwords for 100 TED Talks transcripts.1. The first step in this process is to locate the TED Talk transcript that you are interested in. These transcripts are often available on the TED website or other platforms where the talks are hosted.2. Once you have found the transcript, you may notice that it is password protected. This is a security measure put in place by TED to protect the content of the talk.3. To decode the password, you will need to use a password cracking tool. There are many different tools available online that can help you with this task.4. One popular password cracking tool is John the Ripper, which is a powerful software program that can help you unlock password-protected files.5. By using John the Ripper or a similar tool, you can input the password-protected file into the program and let it run through its algorithms to decode the password.6. Once the password has been decoded, you will be able to access the transcript of the TED Talk and unlock the knowledge and wisdom contained within.7. It is important to note that decoding passwords for unauthorized access is illegal and unethical. It is always best to obtain permission from the content creator before accessing their work.In conclusion, unlocking password-protected TED Talk transcripts can be a rewarding experience for those who are dedicated to learning and growth. By following the steps outlined in this article, you can access a wealth of knowledge and inspiration that will enrich your life.篇2TED Talks have become a popular platform for sharing ideas and inspiring others. With a wide range of topics covered, these talks provide a unique opportunity for speakers to connect with audiences from around the world. In this document, we will provide a collection of 100 TED Talks transcripts, along with the decryption password.Please note that the decryption password will be provided at the end of this document.1. "The Power of Vulnerability" by Brené Brown2. "Your Body Language May Shape Who You Are" by Amy Cuddy3. "How Great Leaders Inspire Action" by Simon Sinek4. "Do Schools Kill Creativity?" by Sir Ken Robinson5. "The Puzzle of Motivation" by Dan Pink6. "The Happy Secret to Better Work" by Shawn Achor7. "How to Speak So That People Want to Listen" by Julian Treasure8. "The Power of Introverts" by Susan Cain9. "Why Good Leaders Make You Feel Safe" by Simon Sinek10. "The Art of Stress-Free Productivity" by David AllenAnd so on, these are just a few examples of the many inspiring and thought-provoking TED Talks that have been shared over the years. To access the full collection of 100 TED Talks transcripts, please enter the following decryption password:Password: TEDtalks2021With this password, you can unlock a treasure trove of knowledge, insights, and inspiration from some of the world's leading thinkers and innovators. Enjoy exploring these talks and let them ignite your own curiosity and creativity.篇3TED talks are known for their inspiring andthought-provoking content that covers a wide range of topics. One common thread that ties many of these talks together is the idea of finding ways to improve our lives and make the world a better place. In this collection of 100 TED talk transcripts, we will explore the themes of personal growth, innovation, social change, and more.But before you dive into these transcripts, you'll need the password to unlock them. The password for this collection is "TED2021". With this password, you can unlock a wealth of knowledge and inspiration that can help you expand your horizons and make a positive impact on the world around you.Each talk in this collection offers a unique perspective and valuable insights that can help you navigate the complexities of modern life. From understanding the power of vulnerability to exploring the potential of artificial intelligence, these talks cover a wide range of topics that are relevant to our ever-changing world.So, whether you're looking for motivation to pursue your dreams, insights on how to lead a more fulfilling life, or ideas on how to create positive change in your community, these 100 TED talk transcripts have something for everyone. Just remember to enter the password "TED2021" to unlock this treasure trove of wisdom and inspiration.。
How great leaders inspire action中英文对照翻译
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 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's simplest idea. I call it the golden circle.
How great leaders inspire action
一个伟大的领导者如何激发购买力 Nhomakorabea注解：
Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?" His examples include Apple, Martin Luther King, and the Wright brothers -- and as a counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.
创业中的创意、创新和创造
创业中的创意、创新和创造一起来看，那些风投不会告诉你的事儿。
一、创“意”(WHY)：时间和空间的偶遇闻名硅谷的“创意实验室”(IdeaLab)创始人BillGross十二岁即开始创业，笃信“创业让世界更美好”。
成立过100多家公司、经历过多次成败，BillGross总结出决定创业成败的“五要素”：创意、时机、团队、盈利模式、融资。
在比对了200多家公司的数据后，他的结论是：创业最重要的是时机；其次是团队；再次是创意。
BillGross作为实践家，将创业剖析得很细。
一点毋庸置疑：创意，是创业的源头。
任何的创业，都从创意开始。
佛说“缘起性空，性空缘起”。
优秀的创意，是时空的偶遇。
在正确的时间、正确的空间诞生的创意，是因缘和合的产物。
互联网时代，空间和距离不再是主要问题，关键是时机。
“好雨知时节，当春乃发生。
”优秀的创意一定顺应时代、生逢其时。
洞观成败：创意常有，而适时的创意不常有。
何为适时？在其所处的环境和时代，能做到三“解”：1、“解释”什么能“解释什么”的创意，通常我们称之为“世界观”。
能创出“世界观”的，是创业者中的“教父”。
有人说，世间最伟大的“创业”是宗教。
因为他解决的是信仰问题，解释的是“人从哪里来，要到哪里去”的根本问题。
李彦宏说，要“像信仰宗教一样对待创业”。
优秀的创意，传播的是一种信仰：信仰越深，影响力越大；信徒越多，市场越广阔。
这听起来略显“形而上”，确是诸多“百年老店”成功的不二秘诀：卖的不是产品，是精神和“范儿”；提供的不是服务，是爱和体验。
2、“解决”什么能“解决什么”的创意，通常我们称之为“方法论”。
能创出“方法论”的，是创业者中的“诸葛”。
成功创业者的思维多是“问题导向”。
马云说，“只要有抱怨的地方，有投诉、仇恨、不合理的地方，就有创业机会。
”“只要你解决问题，满足消费者需求，你就能获得成功。
”刘强东看法一致，“在满足需求的过程中产生了很多新的问题，比如环境问题、医疗问题、教育问题，给创业者提供了新的机会。
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。
SIMON SINEK美国作家西蒙斯内克演讲_伟大的领导如何赋予行动以灵感中英文演讲稿
伟大的领导如何赋予行动以灵感How Greater Leaders Inspire ActionSimon Sinek你怎样解释一些事情的进展出乎我们意料？或者说，你怎样解释别人能成就一些看似完全不符合设想的事？How 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?例如：为什么苹果公司如此热衷于创新？年复一年，他们总是比所有竞争对手更要敢于创新。
可是，他只是一家电脑公司，和其他竞争对手一样。
他们以同样的方法聘用同样的人才，拥有同样的代理商，同样的顾问，同样的媒体。
那为什么他们看上去会与众不同呢？For example, why is Apple so innovative? Year after year after year after year, they are more innovative than all their competition. And yet, they are just a computer company, 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?为什么马丁·路德·金能领导民权运动？他不是唯一一个遭遇非公民待遇的美国公民。
他无疑也不是那个时代唯一伟大的演说家。
ted最受欢迎的25个演讲稿
ted最受欢迎的25个演讲稿The Most Popular 25 TED Talk TranscriptsIntroduction:TED Talks have become well-known for their inspirational and thought-provoking content. The platform has hosted various speakers from all walks of life, sharing their expertise and experiences on a wide range of topics. This article will showcase the most popular 25 TED Talk transcripts, providing readers with a glimpse into some of the most powerful and impactful speeches from TED.1. Brene Brown - The Power of VulnerabilityIn this speech, Brene Brown explores the concept of vulnerability and its impact on our lives. She emphasizes the necessity of embracing vulnerability to build meaningful connections and lead a more fulfilling life.2. Simon Sinek - How Great Leaders Inspire ActionSimon Sinek discusses the power of inspiring leadership, focusing on the concept of starting with "why." He explores how great leaders communicate and motivate others to take action.3. Jill Bolte Taylor - My Stroke of InsightA stroke survivor herself, Jill Bolte Taylor shares her personal journey of recovery and the insights she gained during the process. Her talk provides a unique perspective on the human brain and the potential for personal transformation.4. Chimamanda Ngozi Adichie - The Danger of a Single StoryChimamanda Ngozi Adichie challenges the limitations of a single narrative and emphasizes the importance of embracing diversity and multiple perspectives. Her speech encourages the audience to question and challenge stereotypes.5. Sir Ken Robinson - Do Schools Kill Creativity?Sir Ken Robinson explores the education system's impact on nurturing creativity and its importance for future success. He highlights the need for educational reforms that prioritize creativity and personalized learning.6. Elizabeth Gilbert - Your Elusive Creative GeniusElizabeth Gilbert, the author of "Eat Pray Love," shares her personal experience with creative inspiration. She emphasizes the importance of embracing creativity and the transient nature of creative ideas.7. Susan Cain - The Power of IntrovertsSusan Cain discusses the strengths and unique qualities of introverts in a world that often celebrates extroversion. She advocates for creating spaces that value and accommodate introverted individuals.8. Amy Cuddy - Your Body Language Shapes Who You AreAmy Cuddy explores the impact of body language on confidence and self-perception. She shares research findings and suggests power poses that can increase self-confidence.9. Dan Pink - The Puzzle of MotivationDan Pink challenges traditional notions of motivation and rewards in the workplace. He introduces the concept of intrinsic motivation and its potential to drive productivity and satisfaction.10. Hans Rosling - The Best Stats You've Ever SeenHans Rosling uses data and visualizations to challenge preconceived notions about global development. His speech highlights the importance of relying on accurate information when analyzing global trends.11. Sheryl Sandberg - Why We Have Too Few Women LeadersSheryl Sandberg discusses the obstacles women face in reaching leadership positions and offers advice on overcoming gender bias and societal expectations.12. Jamie Oliver - Teach Every Child About FoodJamie Oliver, a renowned chef, advocates for improving food education in schools. He emphasizes the importance of equipping children with the knowledge and skills to make healthier food choices.13. Brené Brown - Listening to ShameIn this talk, Brené Brown explores the relationship between vulnerability and shame. She encourages the audience to embrace vulnerability as a way to cultivate empathy and connection.14. Tony Robbins - Why We Do What We DoTony Robbins delves into the science of motivation and how individuals can harness it to create long-lasting change in their lives. He offers practical strategies for achieving personal and professional success.15. Bill Gates - The Next Outbreak? We're Not ReadyBill Gates, a well-known philanthropist and co-founder of Microsoft, discusses the potential consequences of a global viral outbreak. His speech emphasizes the importance of preparedness and global cooperation in preventing future pandemics.16. Mary Roach - 10 Things You Didn't Know About OrgasmMary Roach shares her humorous and informative insights into the mysteries of human sexuality. Her talk sheds light on various aspects of orgasm and human physiology.17. Meg Jay - Why 30 Is Not the New 20Meg Jay challenges the societal notion that one's twenties should be a carefree period of self-discovery. Instead, she emphasizes the importance of setting clear goals and making deliberate choices during this critical life stage.18. Temple Grandin - The World Needs All Kinds of MindsTemple Grandin, a renowned autism advocate, discusses the unique perspectives and abilities of individuals with autism. She emphasizes the importance of embracing neurodiversity and accommodating different ways of thinking.19. Angela Lee Duckworth - Grit: The Power of Passion and PerseveranceAngela Lee Duckworth explores the concept of grit and its impact on individual success. She emphasizes the importance of perseverance and resilience in achieving long-term goals.20. Julian Treasure - How to Speak So That People Want to ListenJulian Treasure shares practical tips and techniques for effective communication. His speech highlights the importance of conscious listening and clear articulation for meaningful conversations.21. Andrew Solomon - Love, No Matter WhatAndrew Solomon explores the complexities of love and acceptance within families that include individuals with disabilities. He shares heartfelt stories and challenges societal notions of "normalcy."22. Melinda Gates - What Nonprofits Can Learn from Coca-ColaMelinda Gates draws parallels between successful nonprofit organizations and Coca-Cola's marketing strategies. Her speech offers valuable insights into effective philanthropy and social change.23. Margaret Heffernan - Dare to DisagreeMargaret Heffernan challenges the notion that conflict and disagreement are always negative. She encourages individuals to embrace constructive conflict as a catalyst for growth and innovation.24. Ed Yong - Suicidal Wasps, Zombie Roaches, and Other Tales of Bizarre Animal BehaviorEd Yong shares fascinating stories of bizarre animal behaviors, highlighting the interconnectedness of the natural world. His speechprovides insights into the wonders of nature and the intricate relationships within ecosystems.25. Adam Grant - The Surprising Habits of Original ThinkersAdam Grant explores the habits and behaviors of original thinkers and offers insights into fostering creativity and innovation. He challenges conventional wisdom and encourages individuals to embrace unconventional ideas.Conclusion:These 25 TED Talk transcripts represent a small fraction of the inspiring and thought-provoking content available on the platform. Each speech offers a unique perspective and valuable insights into the speaker's respective field. Whether it's vulnerability, leadership, creativity, or social change, TED Talks continue to captivate audiences worldwide, providing a platform for sharing ideas worth spreading.。
TED_西蒙·斯涅克：伟大的领袖如何激励行动_中英文演讲稿
How great leaders inspire actionHow do you explain when things don't go as we assume? Or better, how do youexplain 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, afteryear, 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 reallyquickly. 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 thebest 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 foryears.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 everyday. 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.5:47Here'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.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 usethat verb, it doesn't "feel" right? Because the part of the brain that controlsdecision-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 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.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 threethings: 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 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?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.9:38The 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 thepaycheck. 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. 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.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.10:58But 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.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."12:05The 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 shelf the 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 theywanted 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.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 extremelywell-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.14:23Because 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."14:47What if they had said, "If you're the kind of person who likes to have totalcontrol 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 thedate. 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 hebelieved took his cause, and they made it their own, and they told people. And some ofthose 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.16:38Dr. 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)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。