How Great Leaders Inspire Action | Simon Sinek | TED
https://www.youtube.com/watch?v=qp0HIF3SfI4
[00:16] How do you explain when things don't go as we assume?
[00:20] Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions?
[00:27] For example:
[00:29] Why is Apple so innovative?
[00:31] Year after year, after year, they're more innovative than all their competition.
[00:36] And yet, they're just a computer company.
[00:38] They're just like everyone else.
[00:40] They have the same access to the same talent, the same agencies, the same consultants, the same media.
[00:45] Then why is it that they seem to have something different?
[00:50] Why is it that Martin Luther King led the Civil Rights Movement?
[00:54] 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.
[01:01] Why him?
[01:02] 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,
[01:16] And the Wright brothers beat them to it.
[01:18] There's something else at play here.
[01:21] About three and a half years ago, I made a discovery.
[01:25] And this discovery profoundly changed my view on how I thought the world worked,
[01:31] and it even profoundly changed the way in which I operate in it.
[01:37] As it turns out, there's a pattern.
[01:40] As it turns out, all the great inspiring leaders and organizations in the world,
[01:44] whether it's Apple or Martin Luther King or the Wright brothers,
[01:47] they all think, act and communicate the exact same way.
[01:51] And it's the complete opposite to everyone else.
[01:55] All I did was codify it,
[01:57] and it's probably the world's simplest idea.
[02:01] I call it the golden circle.
[02:11] Why? How? What?
[02:14] This little idea explains
[02:16] Why some organizations and some leaders are able to inspire where others aren't.
[02:20] Let me define the terms really quickly.
[02:22] Every single person, every single organization on the planet knows what they do, 100 percent.
[02:29] Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP.
[02:36] But very, very few people or organizations know why they do what they do.
[02:41] And by 'why' I don't mean 'to make a profit.'
[02:43] That's a result. It's always a result.
[02:45] By 'why,' I mean: What's your purpose?
[02:47] What's your cause? What's your belief?
[02:49] Why does your organization exist?
[02:53] Why do you get out of bed in the morning?
[02:55] And why should anyone care?
[02:58] As a result, the way we think, we act, the way we communicate is from the outside in, it's obvious.
[03:03] We go from the clearest thing to the fuzziest thing.
[03:05] 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.
[03:17] Let me give you an example.
[03:19] I use Apple because they're easy to understand and everybody gets it.
[03:22] If Apple were like everyone else,
[03:25] a marketing message from them might sound like this:
[03:28] We make great computers.
[03:31] They're beautifully designed, simple to use and user friendly.
[03:35] Want to buy one?
[03:37] Meh.
[03:38] That's how most of us communicate.
[03:40] That's how most marketing and sales are done,
[03:42] that's how we communicate interpersonally.
[03:44] We say what we do,
[03:46] we say how we're different or better
[03:48] and we expect some sort of a behavior,
[03:50] a purchase, a vote, something like that.
[03:52] Here's our new law firm:
[03:53] We have the best lawyers with the biggest clients,
[03:56] we always perform for our clients.
[03:57] Here's our new car:
[03:59] It gets great gas mileage, it has leather seats.
[04:01] Buy our car.
[04:03] But it's uninspiring.
[04:04] Here's how Apple actually communicates.
[04:08] Everything we do, we believe in challenging the status quo.
[04:13] We believe in thinking differently.
[04:16] The way we challenge the status quo
[04:18] Is by making our products beautifully designed, simple to use and user friendly.
[04:23] We just happen to make great computers.
[04:25] Want to buy one?
[04:28] Totally different, right?
[04:29] You're ready to buy a computer from me.
[04:31] I just reversed the order of the information.
[04:33] What it proves to us is that people don't buy what you do; people buy why you do it.
[04:40] This explains why every single person in this room is perfectly comfortable buying a computer from Apple.
[04:47] But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.
[04:54] As I said before, Apple's just a computer company.
[04:56] Nothing distinguishes them structurally from any of their competitors.
[05:00] Their competitors are equally qualified to make all of these products.
[05:03] In fact, they tried.
[05:05] A few years ago, Gateway came out with flat-screen TVs.
[05:08] They're eminently qualified to make flat-screen TVs.
[05:10] They've been making flat-screen monitors for years.
[05:13] Nobody bought one.
[05:17] Dell came out with MP3 players and PDAs,
[05:23] And they make great quality products.
[05:25] And they can make perfectly well-designed products.
[05:28] And nobody bought one.
[05:30] In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.
[05:34] Why would you buy one from a computer company?
[05:36] But we do it every day.
[05:38] People don't buy what you do; they buy why you do it.
[05:40] The goal is not to do business with everybody who needs what you have.
[05:46] The goal is to do business with people who believe what you believe.
[05:51] Here's the best part.
[05:52] None of what I'm telling you is my opinion.
[05:55] It's all grounded in the tenets of biology.
[05:58] Not psychology, biology.
[06:00] 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.
[06:10] Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level.
[06:17] The neocortex is responsible for all of our rational and analytical thought and language.
[06:23] The middle two sections make up our limbic brains.
[06:26] And our limbic brains are responsible for all of our feelings, like trust and loyalty.
[06:32] It's also responsible for all human behavior, all decision-making, and it has no capacity for language.
[06:39] 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.
[06:48] It just doesn't drive behavior.
[06:50] 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.
[07:00] This is where gut decisions come from.
[07:02] 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."
[07:10] Why would we use that verb, it doesn't "feel" right?
[07:13] Because the part of the brain that controls decision-making doesn't control language.
[07:17] The best we can muster up is, "I don't know. It just doesn't feel right."
[07:20] Or sometimes you say you're leading with your heart or soul.
[07:24] I hate to break it to you, those aren't other body parts controlling your behavior.
[07:28] It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.
[07:33] 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.
[07:49] 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.
[07:55] The goal is not just to hire people who need a job; it's to hire people who believe what you believe.
[08:02] 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.
[08:14] Nowhere else is there a better example than with the Wright brothers.
[08:18] Most people don't know about Samuel Pierpont Langley.
[08:21] And back in the early 20th century,
[08:24] The pursuit of powered man flight was like the dot com of the day.
[08:27] Everybody was trying it.
[08:29] And Samuel Pierpont Langley had, what we assume, to be the recipe for success.
[08:35] Even now, you ask people, "Why did your product or why did your company fail?"
[08:39] and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions.
[08:46] It's always the same three things, so let's explore that.
[08:49] Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine.
[08:56] Money was no problem.
[08:57] 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.
[09:05] He hired the best minds money could find and the market conditions were fantastic.
[09:11] The New York Times followed him around everywhere, and everyone was rooting for Langley.
[09:16] Then how come we've never heard of Samuel Pierpont Langley?
[09:19] 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.
[09:28] They had no money; they paid for their dream with the proceeds from their bicycle shop.
[09:33] Not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur.
[09:39] And The New York Times followed them around nowhere.
[09:42] The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief.
[09:48] They believed that if they could figure out this flying machine, it'll change the course of the world.
[09:55] Samuel Pierpont Langley was different.
[09:57] He wanted to be rich, and he wanted to be famous.
[10:00] He was in pursuit of the result.
[10:02] He was in pursuit of the riches.
[10:04] And lo and behold, look what happened.
[10:06] The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears.
[10:12] The others just worked for the paycheck.
[10:14] 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.
[10:23] And, eventually, on December 17th, 1903, the Wright brothers took flight,
[10:30] And no one was there to even experience it.
[10:32] We found out about it a few days later.
[10:36] And further proof that Langley was motivated by the wrong thing:
[10:40] the day the Wright brothers took flight,
[10:42] he quit.
[10:43] He could have said,
[10:45] "That's an amazing discovery, guys,
[10:47] and I will improve upon your technology," but he didn't.
[10:50] He wasn't first, he didn't get rich, he didn't get famous, so he quit.
[10:55] People don't buy what you do; they buy why you do it.
[10:57] If you talk about what you believe,
[10:59] you will attract those who believe what you believe.
[11:02] But why is it important to attract those who believe what you believe?
[11:07] Something called the law of diffusion of innovation,
[11:10] if you don't know the law, you know the terminology.
[11:12] The first 2.5% of our population are our innovators.
[11:17] The next 13.5% of our population are our early adopters.
[11:22] The next 34% are your early majority,
[11:24] your late majority and your laggards.
[11:27] The only reason these people buy touch-tone phones
[11:30] This is because you can't buy rotary phones anymore.
[11:34] We all sit at various places at various times on this scale.
[11:37] 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.
[11:55] I love asking businesses, "What's your conversion on new business?"
[11:58] They love to tell you, "It's about 10 percent," proudly.
[12:01] Well, you can trip over 10% of the customers.
[12:03] We all have about 10% who just "get it."
[12:05] That's how we describe them, right?
[12:07] That's like that gut feeling, "Oh, they just get it."
[12:09] The problem is: How do you find the ones that get it before doing business versus the ones who don't get it?
[12:14] So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" --
[12:20] because, you see, the early majority will not try something until someone else has tried it first.
[12:28] And these guys, the innovators and the early adopters,
[12:31] They're comfortable making those gut decisions.
[12:33] 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.
[12:40] 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.
[12:47] These are the people who spent 40,000 dollars on flat-screen TVs when they first came out, even though the technology was substandard.
[12:55] And, by the way, they didn't do it because the technology was so great; they did it for themselves.
[13:02] It's because they wanted to be first.
[13:04] People don't buy what you do; they buy why you do it and what you do simply proves what you believe.
[13:08] In fact, people will do the things that prove what they believe.
[13:12] 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.
[13:28] People don't buy what you do; they buy why you do it.
[13:31] So let me give you a famous example.
[13:33] A famous failure and a famous success of the law of diffusion of innovation.
[13:37] First, the famous failure.
[13:39] It's a commercial example.
[13:41] As we said before, the recipe for success is money and the right people and the right market conditions.
[13:46] You should have success then.
[13:48] Look at TiVo.
[13:50] 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.
[14:00] They were extremely well-funded.
[14:02] Market conditions were fantastic.
[14:04] I mean, we use TiVo as verb.
[14:06] I TiVo stuff on my piece-of-junk Time Warner DVR all the time.
[14:12] But TiVo's a commercial failure.
[14:14] They've never made money.
[14:16] And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10.
[14:22] In fact, I don't think it's even traded above six, except for a couple of little spikes.
[14:27] Because you see, when TiVo launched their product, they told us all what they had.
[14:32] They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking."
[14:43] And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us."
[14:52] 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."
[15:04] It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc."
[15:09] 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.
[15:15] Now let me give you a successful example of the law of diffusion of innovation.
[15:21] In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak.
[15:31] They sent out no invitations,
[15:34] And there was no website to check the date.
[15:37] How do you do that?
[15:39] Well, Dr. King wasn't the only man in America who was a great orator.
[15:43] He wasn't the only man in America who suffered in a pre-civil rights America.
[15:47] In fact, some of his ideas were bad.
[15:50] But he had a gift.
[15:52] He didn't go around telling people what needed to change in America.
[15:55] He went around and told people what he believed.
[15:57] "I believe, I believe, I believe," he told people.
[16:01] And people who believed what he believed took his cause, and they made it their own, and they told people.
[16:07] And some of those people created structures to get the word out to even more people.
[16:11] And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.
[16:20] How many of them showed up for him?
[16:24] Zero.
[16:26] They showed up for themselves.
[16:28] 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.
[16:36] It's what they believed, and it wasn't about black versus white.
[16:39] 25% of the audience was white.
[16:42] Dr. King believed that there are two types of laws in this world.
[16:46] Those that are made by a higher authority and those that are made by men.
[16:50] 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.
[16:58] It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life.
[17:04] We followed, not for him, but for ourselves.
[17:07] By the way, he gave the "I have a dream" speech, not the "I have a plan" speech.
[17:11] (Laughter)
[17:15] Listen to politicians now, with their comprehensive 12-point plans.
[17:18] They're not inspiring anybody.
[17:20] Because there are leaders and there are those who lead.
[17:23] Leaders hold a position of power or authority, but those who lead inspire us.
[17:31] Whether they're individuals or organizations, we follow those who lead, not because we have to,
[17:37] But because we want to.
[17:40] We follow those who lead, not for them, but for ourselves.
[17:45] And it's those who start with "why"
[17:48] that have the ability to inspire those around them
[17:53] or find others who inspire them.
[17:56] Thank you very much.
[17:57] (Applause)
How Great Leaders Inspire Action | Simon Sinek | TED
https://www.youtube.com/watch?v=qp0HIF3SfI4
Translation: zh-CN
[00:16] How do you explain when things don't go as we assume?
当我们预期的事物没有发生时，你该如何解释？
[00:20] Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions?
或者更进一步说，当别人能够取得那些似乎违背所有假设的事情时，你该如何解释？
[00:27] For example:
例如：
[00:29] Why is Apple so innovative?
为什么苹果如此具有创新性？
[00:31] Year after year, after year, they're more innovative than all their competition.
年复一年，他们比所有竞争对手都更具创新性。
[00:36] And yet, they're just a computer company.
然而，他们只是一家电脑公司。
[00:38] They're just like everyone else.
他们和其他人一样。
[00:40] They have the same access to the same talent, the same agencies, the same consultants, the same media.
他们拥有同样的才能、同样的机构、同样的顾问、同样媒体的同等机会。
[00:45] Then why is it that they seem to have something different?
那么，为什么他们似乎拥有一些不同的东西呢？
[00:50] Why is it that Martin Luther King led the Civil Rights Movement?
为什么是马丁·路德·金领导了民权运动？
[00:54] 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.
他并不是民权运动前美国唯一遭受苦难的人，当然也不是当时唯一伟大的演说家。
[01:01] Why him?
为什么是他？
[01:02] 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,
又为什么是莱特兄弟能够实现可控的、有动力的载人飞行，而当时肯定有其他团队更有资格、资金更充足——但他们没有实现有动力的载人飞行，
[01:16] And the Wright brothers beat them to it.
莱特兄弟抢先一步。
[01:18] There's something else at play here.
这里还有别的事情在起作用。
[01:21] About three and a half years ago, I made a discovery.
大约三年前，我做了一个发现。
[01:25] And this discovery profoundly changed my view on how I thought the world worked,
这个发现深刻地改变了我对世界运作方式的看法，
[01:31] and it even profoundly changed the way in which I operate in it.
它甚至深刻地改变了我在这个世界上的运作方式。
[01:37] As it turns out, there's a pattern.
结果发现，有一个模式。
[01:40] As it turns out, all the great inspiring leaders and organizations in the world,
结果发现，世界上所有伟大的、鼓舞人心的领导者和组织，
[01:44] whether it's Apple or Martin Luther King or the Wright brothers,
无论是苹果、马丁·路德·金还是莱特兄弟，
[01:47] they all think, act and communicate the exact same way.
他们思考、行动和沟通的方式都完全相同。
[01:51] And it's the complete opposite to everyone else.
而这与其他人完全相反。
[01:55] All I did was codify it,
我所做的只是将其编码化，
[01:57] and it's probably the world's simplest idea.
这可能是世界上最简单的想法。
[02:01] I call it the golden circle.
我称之为黄金圈。
[02:11] Why? How? What?
为什么？怎么做？是什么？
[02:14] This little idea explains
这个小小的想法解释了
[02:16] Why some organizations and some leaders are able to inspire where others aren't.
为什么有些组织和领导者能够激励他人，而另一些则不能。
[02:20] Let me define the terms really quickly.
让我快速定义一下这些术语。
[02:22] Every single person, every single organization on the planet knows what they do, 100 percent.
地球上的每个人，每个组织都百分之百地知道自己做什么。
[02:29] Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP.
有些人知道自己如何做到，无论你称之为差异化价值主张、专有流程还是独特卖点。
[02:36] But very, very few people or organizations know why they do what they do.
但很少有人或组织知道自己为什么这样做。
[02:41] And by 'why' I don't mean 'to make a profit.'
我说的“为什么”不是指“为了盈利”。
[02:43] That's a result. It's always a result.
那是结果。永远是结果。
[02:45] By 'why,' I mean: What's your purpose?
我说的“为什么”，是指：你的目的是什么？
[02:47] What's your cause? What's your belief?
你的事业是什么？你的信念是什么？
[02:49] Why does your organization exist?
你的组织为什么存在？
[02:53] Why do you get out of bed in the morning?
你为什么早上起床？
[02:55] And why should anyone care?
为什么有人会在乎？
[02:58] As a result, the way we think, we act, the way we communicate is from the outside in, it's obvious.
因此，我们的思维方式、行为方式、沟通方式是从外向内，这是显而易见的。
[03:03] We go from the clearest thing to the fuzziest thing.
我们从最清晰的事情过渡到最模糊的事情。
[03:05] 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.
但是，受启发的领导者和受启发的组织——无论其规模大小，无论其行业如何——都从内向外思考、行动和沟通。
[03:17] Let me give you an example.
让我举个例子。
[03:19] I use Apple because they're easy to understand and everybody gets it.
我使用苹果，因为它们易于理解，而且每个人都明白。
[03:22] If Apple were like everyone else,
如果苹果像其他人一样，
[03:25] a marketing message from them might sound like this:
来自他们的营销信息可能会是这样的：
[03:28] We make great computers.
我们制造出色的电脑。
[03:31] They're beautifully designed, simple to use and user friendly.
它们设计精美，易于使用且用户友好。
[03:35] Want to buy one?
想买一个吗？
[03:37] Meh.
嗯。
[03:38] That's how most of us communicate.
我们大多数人就是这样沟通的。
[03:40] That's how most marketing and sales are done,
大多数营销和销售都是这样进行的，
[03:42] that's how we communicate interpersonally.
我们人际交往也是这样进行的。
[03:44] We say what we do,
我们说我们做什么，
[03:46] we say how we're different or better
我们说我们如何与众不同或更好
[03:48] and we expect some sort of a behavior,
然后我们期望某种行为，
[03:50] a purchase, a vote, something like that.
一次购买，一次投票，诸如此类。
[03:52] Here's our new law firm:
这是我们新律师事务所：
[03:53] We have the best lawyers with the biggest clients,
我们拥有最好的律师和最大的客户，
[03:56] we always perform for our clients.
我们始终为客户提供服务。
[03:57] Here's our new car:
这是我们的新车：
[03:59] It gets great gas mileage, it has leather seats.
它燃油经济性好，有真皮座椅。
[04:01] Buy our car.
买我们的车。
[04:03] But it's uninspiring.
但它缺乏吸引力。
[04:04] Here's how Apple actually communicates.
苹果实际沟通方式是这样的。
[04:08] Everything we do, we believe in challenging the status quo.
我们所做的一切，都相信要挑战现状。
[04:13] We believe in thinking differently.
我们相信要与众不同地思考。
[04:16] The way we challenge the status quo
我们挑战现状的方式
[04:18] Is by making our products beautifully designed, simple to use and user friendly.
是通过让我们的产品设计精美、易于使用且用户友好。
[04:23] We just happen to make great computers.
我们恰好制造出色的电脑。
[04:25] Want to buy one?
想买一台吗？
[04:28] Totally different, right?
完全不同，对吧？
[04:29] You're ready to buy a computer from me.
你准备好向我购买电脑了。
[04:31] I just reversed the order of the information.
我只是颠倒了信息的顺序。
[04:33] What it proves to us is that people don't buy what you do; people buy why you do it.
它向我们证明的是，人们不购买你做什么；人们购买你为什么这样做。
[04:40] This explains why every single person in this room is perfectly comfortable buying a computer from Apple.
这解释了为什么在座的每一个人都非常乐意从苹果购买电脑。
[04:47] But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.
但我们也非常乐意从苹果购买 MP3 播放器，或者苹果手机，或者苹果 DVR。
[04:54] As I said before, Apple's just a computer company.
正如我之前所说，苹果只是一家电脑公司。
[04:56] Nothing distinguishes them structurally from any of their competitors.
在结构上，没有任何东西能将它们与任何竞争对手区分开来。
[05:00] Their competitors are equally qualified to make all of these products.
他们的竞争对手同样有资格制造所有这些产品。
[05:03] In fact, they tried.
事实上，他们尝试过。
[05:05] A few years ago, Gateway came out with flat-screen TVs.
几年前，Gateway 推出了平板电视。
[05:08] They're eminently qualified to make flat-screen TVs.
他们非常有资格制造平板电视。
[05:10] They've been making flat-screen monitors for years.
他们多年来一直在制造平板显示器。
[05:13] Nobody bought one.
没有人买。
[05:17] Dell came out with MP3 players and PDAs,
戴尔推出了 MP3 播放器和 PDA，
[05:23] And they make great quality products.
他们生产高质量的产品。
[05:25] And they can make perfectly well-designed products.
他们可以生产设计精良的产品。
[05:28] And nobody bought one.
但没人买。
[05:30] In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.
事实上，现在说起来，我们甚至无法想象从戴尔购买 MP3 播放器。
[05:34] Why would you buy one from a computer company?
你为什么要从一家电脑公司买呢？
[05:36] But we do it every day.
但我们每天都在这样做。
[05:38] People don't buy what you do; they buy why you do it.
人们不买你做什么；他们买你为什么这样做。
[05:40] The goal is not to do business with everybody who needs what you have.
目标不是与所有需要你所拥有的人做生意。
[05:46] The goal is to do business with people who believe what you believe.
目标是与那些相信你所相信的人做生意。
[05:51] Here's the best part.
最棒的部分来了。
[05:52] None of what I'm telling you is my opinion.
我告诉你的都不是我的观点。
[05:55] It's all grounded in the tenets of biology.
这一切都基于生物学的原则。
[05:58] Not psychology, biology.
不是心理学，是生物学。
[06:00] 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.
如果你从上往下看人脑的横截面，人脑实际上分为三个主要组成部分，这三个部分与黄金圈完美对应。
[06:10] Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level.
我们最新的大脑，我们智人的大脑，我们的大脑皮层，对应着“是什么”的层面。
[06:17] The neocortex is responsible for all of our rational and analytical thought and language.
大脑皮层负责我们所有的理性、分析性思维和语言。
[06:23] The middle two sections make up our limbic brains.
中间两个部分构成了我们的边缘系统大脑。
[06:26] And our limbic brains are responsible for all of our feelings, like trust and loyalty.
而我们的边缘系统大脑负责我们所有的情感，如信任和忠诚。
[06:32] It's also responsible for all human behavior, all decision-making, and it has no capacity for language.
它也负责所有人类行为，所有决策，并且它没有语言能力。
[06:39] 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.
换句话说，当我们从外向内沟通时，是的，人们可以理解大量的复杂信息，如特点、好处、事实和数据。
[06:48] It just doesn't drive behavior.
它只是不驱动行为。
[06:50] 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.
当我们能够从内向外沟通时，我们直接与控制行为的大脑部分对话，然后我们允许人们用我们所说所做的具体事物来合理化它。
[07:00] This is where gut decisions come from.
这就是直觉决策的来源。
[07:02] 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."
有时你可以给某人所有的事实和数据，他们会说，“我知道所有的事实和细节都说了什么，但就是感觉不对。”
[07:10] Why would we use that verb, it doesn't "feel" right?
我们为什么会用那个动词，它“感觉”不对？
[07:13] Because the part of the brain that controls decision-making doesn't control language.
因为控制决策的大脑部分不控制语言。
[07:17] The best we can muster up is, "I don't know. It just doesn't feel right."
我们能想到的最好的就是，“我不知道。就是感觉不对。”
[07:20] Or sometimes you say you're leading with your heart or soul.
或者有时你说你凭心或凭灵魂做决定。
[07:24] I hate to break it to you, those aren't other body parts controlling your behavior.
我不得不告诉你，控制你行为的不是身体的其他部位。
[07:28] It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.
这一切都发生在这里的边缘大脑，也就是控制决策而非语言的大脑部分。
[07:33] 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.
但如果你不知道自己为什么这样做，而人们又对你为什么这样做做出反应，那么你将如何让人们投票给你，或者向你购买东西，或者更重要的是，忠诚并想成为你所做事情的一部分呢？
[07:49] 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.
目标不仅仅是向需要你所拥有的人销售；目标是向相信你所相信的人销售。
[07:55] The goal is not just to hire people who need a job; it's to hire people who believe what you believe.
目标不仅仅是雇佣需要工作的人；而是雇佣相信你所相信的人。
[08:02] 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.
我总是说，你知道，如果你雇佣一个人仅仅因为他们能做这份工作，他们会为了你的钱工作，但如果他们相信你所相信的，他们会为你付出血汗和眼泪。
[08:14] Nowhere else is there a better example than with the Wright brothers.
没有比莱特兄弟更好的例子了。
[08:18] Most people don't know about Samuel Pierpont Langley.
大多数人不知道塞缪尔·皮尔庞特·兰利。
[08:21] And back in the early 20th century,
而在20世纪初，
[08:24] The pursuit of powered man flight was like the dot com of the day.
动力载人飞行器的追求就像当年的互联网泡沫。
[08:27] Everybody was trying it.
每个人都在尝试。
[08:29] And Samuel Pierpont Langley had, what we assume, to be the recipe for success.
而塞缪尔·皮尔庞特·兰利拥有我们认为的成功秘诀。
[08:35] Even now, you ask people, "Why did your product or why did your company fail?"
即使现在，你问人们，“你的产品或公司为什么会失败？”
[08:39] and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions.
人们总是给出相同的三件事的相同排列组合：资金不足、用错人、市场状况不佳。
[08:46] It's always the same three things, so let's explore that.
总是这三件事，所以让我们来探讨一下。
[08:49] Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine.
塞缪尔·皮尔庞特·兰利获得了陆军部 50,000 美元来研究这架飞行器。
[08:56] Money was no problem.
钱不是问题。
[08:57] 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.
他在哈佛大学任职，并在史密森尼学会工作，人脉非常广；他认识那个时代所有的大人物。
[09:05] He hired the best minds money could find and the market conditions were fantastic.
他雇佣了钱能找到的最聪明的人，市场条件也非常好。
[09:11] The New York Times followed him around everywhere, and everyone was rooting for Langley.
《纽约时报》到处跟着他，每个人都在支持兰利。
[09:16] Then how come we've never heard of Samuel Pierpont Langley?
那么为什么我们从未听说过塞缪尔·皮尔庞特·兰利呢？
[09:19] 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.
在几百英里外的俄亥俄州代顿市，奥维尔和威尔伯·赖特，他们没有任何我们认为的成功秘诀。
[09:28] They had no money; they paid for their dream with the proceeds from their bicycle shop.
他们没有钱；他们用自行车店的收入为他们的梦想买单。
[09:33] Not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur.
莱特兄弟团队里没有一个人受过大学教育，甚至奥维尔和威尔伯也没有。
[09:39] And The New York Times followed them around nowhere.
《纽约时报》根本没有关注他们。
[09:42] The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief.
区别在于，奥维尔和威尔伯是由一个事业、一个目标、一个信念所驱动的。
[09:48] They believed that if they could figure out this flying machine, it'll change the course of the world.
他们相信，如果他们能弄明白这架飞行器，它将改变世界的进程。
[09:55] Samuel Pierpont Langley was different.
塞缪尔·皮尔庞特·兰利则不同。
[09:57] He wanted to be rich, and he wanted to be famous.
他想变得富有，想变得有名。
[10:00] He was in pursuit of the result.
他追求的是结果。
[10:02] He was in pursuit of the riches.
他追求的是财富。
[10:04] And lo and behold, look what happened.
然后，瞧瞧发生了什么。
[10:06] The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears.
那些相信莱特兄弟梦想的人们，用血汗泪与他们一起工作。
[10:12] The others just worked for the paycheck.
其他人只是为了薪水工作。
[10:14] 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.
他们讲述着，每次莱特兄弟出去，都必须带五套零件的故事，因为他们会在晚饭前坠毁那么多次。
[10:23] And, eventually, on December 17th, 1903, the Wright brothers took flight,
最终，在1903年12月17日，莱特兄弟起飞了，
[10:30] And no one was there to even experience it.
而且没有人去体验它。
[10:32] We found out about it a few days later.
几天后我们才得知此事。
[10:36] And further proof that Langley was motivated by the wrong thing:
朗利动机不对的又一证明是：
[10:40] the day the Wright brothers took flight,
莱特兄弟试飞的那天，
[10:42] he quit.
他辞职了。
[10:43] He could have said,
他本可以这样说，
[10:45] "That's an amazing discovery, guys,
“伙计们，这是个了不起的发现，
[10:47] and I will improve upon your technology," but he didn't.
我将改进你们的技术，”但他没有。
[10:50] He wasn't first, he didn't get rich, he didn't get famous, so he quit.
他不是第一个，他没有发财，没有出名，所以他辞职了。
[10:55] People don't buy what you do; they buy why you do it.
人们购买的不是你做什么，而是你为什么这样做。
[10:57] If you talk about what you believe,
如果你谈论你所相信的，
[10:59] you will attract those who believe what you believe.
你就会吸引那些相信你所相信的人。
[11:02] But why is it important to attract those who believe what you believe?
但为什么吸引那些相信你所相信的人很重要呢？
[11:07] Something called the law of diffusion of innovation,
一个叫做创新扩散定律的东西，
[11:10] if you don't know the law, you know the terminology.
如果你不知道这个定律，你也知道这个术语。
[11:12] The first 2.5% of our population are our innovators.
我们人口中的前 2.5% 是我们的创新者。
[11:17] The next 13.5% of our population are our early adopters.
接下来的 13.5% 是我们的早期采纳者。
[11:22] The next 34% are your early majority,
接下来的 34% 是你的早期大众，
[11:24] your late majority and your laggards.
你的晚期大众和你的落后者。
[11:27] The only reason these people buy touch-tone phones
这些人购买按键式电话的唯一原因
[11:30] This is because you can't buy rotary phones anymore.
这是因为你再也买不到转盘式电话了。
[11:34] We all sit at various places at various times on this scale.
我们都在这个量表的各个时间点坐在不同的位置上。
[11:37] 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.
但创新扩散定律告诉我们，如果你想要一个想法获得大众市场成功或被大众市场接受，你必须达到15%到18%的市场渗透率这个临界点，然后系统才会发生转变。
[11:55] I love asking businesses, "What's your conversion on new business?"
我喜欢问企业，“你们新业务的转化率是多少？”
[11:58] They love to tell you, "It's about 10 percent," proudly.
他们很乐意自豪地告诉你，“大约是10%。”
[12:01] Well, you can trip over 10% of the customers.
嗯，你可能会遇到10%的客户。
[12:03] We all have about 10% who just "get it."
我们都有大约10%的人就是“懂”。
[12:05] That's how we describe them, right?
我们就是这样形容他们的，对吧？
[12:07] That's like that gut feeling, "Oh, they just get it."
就像那种直觉，“哦，他们就是懂。”
[12:09] The problem is: How do you find the ones that get it before doing business versus the ones who don't get it?
问题是：在做生意之前，你怎么找到那些懂的人，而不是那些不懂的人？
[12:14] So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" --
所以就是这个，这个你需要去弥合的小差距，正如杰弗里·摩尔所说的，“跨越鸿沟”——
[12:20] because, you see, the early majority will not try something until someone else has tried it first.
因为，你看，早期的大多数人不会尝试某样东西，直到别人先尝试过。
[12:28] And these guys, the innovators and the early adopters,
而这些人，创新者和早期采用者，
[12:31] They're comfortable making those gut decisions.
他们乐于做出那些凭直觉的决定。
[12:33] 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.
他们更乐于做出那些凭直觉的决定，这些决定是由他们对世界的看法驱动的，而不仅仅是基于有什么产品可用。
[12:40] 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.
这些人是当初iPhone刚上市时排队六小时购买的人，那时你其实下周就可以在货架上买到。
[12:47] These are the people who spent 40,000 dollars on flat-screen TVs when they first came out, even though the technology was substandard.
这些人是当初平板电视刚上市时花了四万美元购买的人，尽管当时技术还不成熟。
[12:55] And, by the way, they didn't do it because the technology was so great; they did it for themselves.
而且，顺便说一句，他们这样做并不是因为技术有多么伟大；他们是为了自己。
[13:02] It's because they wanted to be first.
这是因为他们想成为第一。
[13:04] People don't buy what you do; they buy why you do it and what you do simply proves what you believe.
人们不买你做什么；他们买你为什么这样做，而你做什么只是证明了你的信念。
[13:08] In fact, people will do the things that prove what they believe.
事实上，人们会做那些证明他们信念的事情。
[13:12] 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.
那个人在最初六小时内购买iPhone，排队六小时的原因，是因为他们对世界的看法，以及他们希望别人如何看待他们：他们是第一批。
[13:28] People don't buy what you do; they buy why you do it.
人们不买你做什么；他们买你为什么这样做。
[13:31] So let me give you a famous example.
那么我举一个著名的例子。
[13:33] A famous failure and a famous success of the law of diffusion of innovation.
一个著名的失败和一个著名的创新扩散定律的成功。
[13:37] First, the famous failure.
首先，是著名的失败。
[13:39] It's a commercial example.
这是一个商业案例。
[13:41] As we said before, the recipe for success is money and the right people and the right market conditions.
正如我们之前所说，成功的秘诀是金钱、合适的人才和合适Thus, the market conditions.
[13:46] You should have success then.
那么你应该会成功。
[13:48] Look at TiVo.
看看TiVo。
[13:50] 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.
从TiVo大约八九年前推出到现在，它们是市场上质量最高的产品，毫无疑问，无可争议。
[14:00] They were extremely well-funded.
他们获得了极好的资助。
[14:02] Market conditions were fantastic.
市场条件非常好。
[14:04] I mean, we use TiVo as verb.
我的意思是，我们把TiVo当作动词使用。
[14:06] I TiVo stuff on my piece-of-junk Time Warner DVR all the time.
我一直在我的垃圾时代华纳DVR上TiVo东西。
[14:12] But TiVo's a commercial failure.
但TiVo是一个商业上的失败。
[14:14] They've never made money.
他们从未赚过钱。
[14:16] And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10.
当他们上市时，他们的股票大约在30到40美元，然后暴跌，从未交易过10美元以上。
[14:22] In fact, I don't think it's even traded above six, except for a couple of little spikes.
事实上，我认为它甚至没有交易过6美元以上，除了几个小高峰。
[14:27] Because you see, when TiVo launched their product, they told us all what they had.
因为你看，当TiVo推出他们的产品时，他们告诉了我们他们所拥有的一切。
[14:32] They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking."
他们说：“我们有一款产品，可以暂停直播电视、跳过广告、倒回直播电视并记住您的观看习惯，而无需您提出要求。”
[14:43] And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us."
而愤世嫉俗的大多数人说：“我们不相信你。我们不需要它。我们不喜欢它。你在吓唬我们。”
[14:52] 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."
如果他们说：“如果你是那种喜欢对生活的方方面面都拥有完全控制权的人，那么，我们有一款产品适合你。”
[15:04] It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc."
它可以暂停直播电视、跳过广告、记住您的观看习惯，等等，等等。”
[15:09] 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.
人们购买的不是你做什么；他们购买的是你为什么这样做，而你做什么仅仅是你所信仰的证明。
[15:15] Now let me give you a successful example of the law of diffusion of innovation.
现在让我给你们举一个创新扩散定律的成功例子。
[15:21] In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak.
1963年夏天，25万人聚集在华盛顿的购物中心听马丁·路德·金博士演讲。
[15:31] They sent out no invitations,
他们没有发出任何邀请，
[15:34] And there was no website to check the date.
而且没有网站可以查日期。
[15:37] How do you do that?
你怎么做到的？
[15:39] Well, Dr. King wasn't the only man in America who was a great orator.
嗯，金博士不是美国唯一一位伟大的演说家。
[15:43] He wasn't the only man in America who suffered in a pre-civil rights America.
他也不是在美国民权运动前受苦的唯一一位美国人。
[15:47] In fact, some of his ideas were bad.
事实上，他的一些想法是错误的。
[15:50] But he had a gift.
但他有天赋。
[15:52] He didn't go around telling people what needed to change in America.
他没有到处告诉人们美国需要改变什么。
[15:55] He went around and told people what he believed.
他四处告诉人们他所相信的。
[15:57] "I believe, I believe, I believe," he told people.
“我相信，我相信，我相信，”他告诉人们。
[16:01] And people who believed what he believed took his cause, and they made it their own, and they told people.
相信他所相信的人们接受了他的事业，并将其视为自己的事业，然后他们告诉了其他人。
[16:07] And some of those people created structures to get the word out to even more people.
而那些人中的一些人创建了组织，将信息传播给更多的人。
[16:11] And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.
结果，在正确的时间、正确的日子，有二十五万人到场听他演讲。
[16:20] How many of them showed up for him?
有多少人是为了他而来的？
[16:24] Zero.
零。
[16:26] They showed up for themselves.
他们是为了自己而来的。
[16:28] 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.
正是他们对美国的信念，促使他们乘坐八小时的巴士，在八月中旬的华盛顿顶着烈日站立。
[16:36] It's what they believed, and it wasn't about black versus white.
这就是他们所相信的，这与黑人与白人的对立无关。
[16:39] 25% of the audience was white.
25%的听众是白人。
[16:42] Dr. King believed that there are two types of laws in this world.
金博士认为，世界上有两种法律。
[16:46] Those that are made by a higher authority and those that are made by men.
一种是由更高权威制定的，另一种是由人类制定的。
[16:50] 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.
直到所有由人类制定的法律都与更高权威制定的法律一致，我们才能生活在一个公正的世界里。
[16:58] It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life.
恰巧，民权运动是帮助他实现事业的完美契机。
[17:04] We followed, not for him, but for ourselves.
我们追随，不是为了他，而是为了我们自己。
[17:07] By the way, he gave the "I have a dream" speech, not the "I have a plan" speech.
顺便说一句，他发表的是“我有一个梦想”的演讲，而不是“我有一个计划”的演讲。
[17:11] (Laughter)
（笑声）
[17:15] Listen to politicians now, with their comprehensive 12-point plans.
听听现在的政客们，他们有详尽的12点计划。
[17:18] They're not inspiring anybody.
他们没有激励任何人。
[17:20] Because there are leaders and there are those who lead.
因为有领导者，也有那些能够引领方向的人。
[17:23] Leaders hold a position of power or authority, but those who lead inspire us.
领导者拥有权力或权威的职位，但那些引领方向的人激励我们。
[17:31] Whether they're individuals or organizations, we follow those who lead, not because we have to,
无论他们是个人还是组织，我们都追随那些引领方向的人，不是因为我们必须这样做，
[17:37] But because we want to.
但因为我们想这样做。
[17:40] We follow those who lead, not for them, but for ourselves.
我们追随领导者，不是为了他们，而是为了我们自己。
[17:45] And it's those who start with "why"
而那些以“为什么”开头的人
[17:48] that have the ability to inspire those around them
有能力激励他们身边的人
[17:53] or find others who inspire them.
或者找到能激励他们的人。
[17:56] Thank you very much.
非常感谢。
[17:57] (Applause)
（掌声）