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How great leaders inspire actionHow do you explain when things dont 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,theyre more innovative than all their competition.And yet, theyre just a computer company.Theyre 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 wasnt the only man who suffered in pre-civil rights America,and he certainly wasnt the only great orator of the day.Why him?And why is it that the Wright brotherswere able to figure out controlled, powered man flightwhen there were certainly other teamswho were better qualified, better funded -and they didnt achieve powered man flight,and the Wright brothers beat them to it.Theres 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, theres a pattern.As it turns out, all the great inspiring leaders and organizations in the world,whether its Apple or Martin Luther King or the Wright brothers,they all think, act and communicate the exact same way.And its the complete opposite to everyone else.All I did was codify it,and its probably the worlds simplest idea.I call it the golden circle.2:07Why? How? What?This little idea explainswhy some organizations and some leaders are able to inspire where others arent.Let me define the terms really quickly.Every single person, every single organization on the planetknows what they do, 100 percent.Some know how they do it,whether you call it your differentiated value propositionor your proprietary process or your USP.But very, very few people or organizations know why they do what they do.And by why I dont mean to make a profit.Thats a result. Its always a result.By why, I mean: Whats your purpose?Whats your cause? Whats 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, its 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 theyre 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.Theyre beautifully designed, simple to use and user friendly.Want to buy one?Meh.Thats how most of us communicate.Thats how most marketing and sales are done,thats how we communicate interpersonally.We say what we do,we say how were different or betterand we expect some sort of a behavior,a purchase, a vote, something like that.Heres our new law firm:We have the best lawyers with the biggest clients,we always perform for our clients.Heres our new car:It gets great gas mileage, it has leather seats.Buy our car.But its uninspiring.4:00Heres 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 quois 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?Youre ready to buy a computer from me.I just reversed the order of the information.What it proves to us is that people dont buy what you do;people buy why you do it.4:35This explains why every single person in this roomis perfectly comfortable buying a computer from Apple.But were also perfectly comfortablebuying an MP3 player from Apple, or a phone from Apple,or a DVR from Apple.As I said before, Apples 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.Theyre eminently qualified to make flat-screen TVs.Theyve 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 cant even imaginebuying an MP3 player from Dell.Why would you buy one from a computer company?But we do it every day.People dont 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.5:47Heres the best part:None of what Im telling you is my opinion.Its 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 brokeninto three major componentsthat correlate perfectly with the golden circle.Our newest brain, our Homo sapien brain,our neocortex,corresponds with the what level.The neocortex is responsiblefor 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.Its 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 informationlike features and benefits and facts and figures.It just doesnt drive behavior.When we can communicate from the inside out,were 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 doesnt feel right.Why would we use that verb, it doesnt feel right?Because the part of the brain that controls decision-makingdoesnt control language.The best we can muster up is,I dont know. It just doesnt feel right.Or sometimes you say youre leading with your heart or soul.I hate to break it to you, those arent other body partscontrolling your behavior.Its all happening here in your limbic brain,the part of the brain that controls decision-making and not language.7:29But if you dont know why you do what you do,and people respond to why you do what you do,then how will you ever get peopleto 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;its 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, theyll work for your money,but if they believe what you believe,theyll work for you with blood and sweat and tears.Nowhere else is there a better example than with the Wright brothers.8:14Most people dont 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 permutationof the same three things:under-capitalized, the wrong people, bad market conditions.Its always the same three things, so lets explore that.Samuel Pierpont Langleywas given 50,000 dollars by the War Departmentto figure out this flying machine.Money was no problem.He held a seat at Harvardand 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 findand the market conditions were fantastic.The New York Times followed him around everywhere,and everyone was rooting for Langley.Then how come weve 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 teamhad 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,itll 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 dreamworked 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 thats 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,Thats an amazing discovery, guys,and I will improve upon your technology, but he didnt.He wasnt first, he didnt get rich, he didnt get famous, so he quit.10:50People dont 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 dont 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 phonesis because you cant 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 usis that if you want mass-market success or mass-market acceptance of an idea,you cannot have it until you achieve this tipping pointbetween 15 and 18 percent market penetration,and then the system tips.I love asking businesses, Whats your conversion on new business?They love to tell you, Its about 10 percent, proudly.Well, you can trip over 10% of the customers.We all have about 10% who just get it.Thats how we describe them, right?Thats like that gut feeling, Oh, they just get it.12:05The problem is: How do you find the ones that get itbefore doing business versus the ones who dont get it?So its 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 somethinguntil someone else has tried it first.And these guys, the innovators and the early adopters,theyre comfortable making those gut decisions.Theyre more comfortable making those intuitive decisionsthat are driven by what they believe about the worldand not just what product is available.These are the people who stood in line for six hoursto 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 didnt do it because the technology was so great;they did it for themselves.Its because they wanted to be first.People dont buy what you do; they buy why you do itand 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 dont 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.Its a commercial example.As we said before, the recipe for successis 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 agoto 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 TiVos a commercial failure.Theyve never made money.And when they went IPO,their stock was at about 30 or 40 dollarsand then plummeted, and its never traded above 10.In fact, I dont think its 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 habitswithout you even asking.And the cynical majority said,We dont believe you.We dont need it. We dont like it.Youre scaring us.14:47What if they had said,If youre the kind of person who likes to have total controlover 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 dont 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 Washingtonto 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 wasnt the only man in Americawho was a great orator.He wasnt the only man in America who sufferedin a pre-civil rights America.In fact, some of his ideas were bad.But he had a gift.He didnt 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 believedtook his cause, and they made it their own, and they told people.And some of those people created structuresto get the word out to even more people.And lo and behold, 250,000 people showed upon 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.Its what they believed about Americathat got them to travel in a bus for eight hoursto stand in the sun in Washington in the middle of August.Its what they believed, and it wasnt 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 menare consistent with the laws made by the higher authoritywill we live in a just world.It just so happened that the Civil Rights Movementwas 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.Theyre 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 theyre 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 its those who start with whythat have the ability to inspire those around themor 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获得成功的时候，你怎么解释？例如说，为什么苹果公司创新能力这样强？这样近年来，年复一年，她们比所有竞争对手都更加具有创新性。而其实她们只是一家电脑公司。她们跟其她公司没有任何分别，有同样的途径，接触到同样的人才，同样的代理商，顾问，和媒体。那为什么她们就似乎有那么一点不同寻常呢？同样的，为什么是由马丁路德金来领导民权运动？那个时候在美国，民权运动之前，不仅仅只有她一种人饱受歧视。她也决不是那个时代唯一的伟大演说家。为什么会是她？又为什么怀特兄弟可以造出动力控制的载人飞机，跟她们相比，当时的其她团队似乎更有能力，更有资金，她们却没能制造出载人飞机，怀特兄弟打败了她们。一定尚有某些什么别的因素在起作用。1:17大概三年半之前，我有了个新发现，这个发现完全变化了我对这个世界如何运作的见解。甚至从主线上变化了我的工作生活方式。那就是我发现了一种模式，我发现世界上所有伟大的令人振奋的领袖和组织，无论是苹果公司、马丁路德金还是怀特兄弟，她们思考、行动、交流沟通的方式都完全同样，但是跟所有其她人的方式完全相反。我所做的仅仅是把它整顿出来。这也许是世上最简朴的概念。我称它为黄金圆环。2:07为什么？怎么做？是什么？这小小的模型就解释了为什么某些组织和领导者可以在别人不能的地方激发出灵感和潜力。我来尽快地解释一下这些术语。地球上的每个人，每个组织都明白自己做的是什么，百分之百。其中某些懂得该怎么做，你可以称之为是你的差别价值，或是你的独特工艺，或是你的独特卖点也好，怎么说都行。但是非常，非常少的人和组织明白为什么做。这里的“为什么”和“为利润” 没有关系，利润只是一种成果，永远只能是一种成果。我说的“为什么” 指的是：你的目的是什么？你这样做的因素是什么？你怀着什么样的信念？你的机构为什么而存在？你每天早上是为什么而起床？为什么别人要在乎你？成果是，我们思考的方式，行动的方式，交流的方式都是由外向内的。很显然的，我们所采用的方式是从清晰开始，然后到模糊的东西。但是鼓励型领袖以及组织机构，无论她们的规模大小，所在领域，她们思考，行动和交流的方式都是从里向外的。3:13举个例子吧。我举苹果公司是由于这个例子简朴易懂，每个人都能理解。如果苹果公司跟其她公司同样，她们的市场营销信息就会是这个样子：“我们做最棒的电脑，设计精美，使用简朴，界面和谐。你想买一台吗？” 不怎么样吧。这就是我们大多数人的交流方式，也是大多数市场推广的方式，大部分销售所采用的方式，也是我们大部分人互相交流的方式。我们说我们的职业是干什么的，我们说我们是如何的与众不同，或者我们怎么比其她人更好，然后我们就期待着某些别人的反映，例如购买，例如投票，诸如此类。这是我们新开的的律师事务所，我们拥有最棒的律师和最大的客户，我们总是能满足客户的规定。这是我们的新车型，非常省油，真皮座椅。买一辆吧。但是这些推销词一点劲都没有。4:00这是苹果公司事实上的沟通方式：“我们做的每一件事情，都是为了突破和创新。我们坚信应当以不同的方式思考。我们挑战现状的方式是通过把我们的产品设计得十分精美，使用简朴，和界面和谐。我们只是在这个过程中做出了最棒的电脑。想买一台吗？”感觉完全不同样，对吧？你已经准备从我这里买一台了。我所做的只是将传递信息的顺序颠倒一下而已。事实已经向我们证明，人们买的不是你做的产品，人们买的是你的信念和宗旨。人们买的不是你做的产品，人们买的是你的信念。4:36这就解释了为什么这里的每个人从苹果公司买电脑时都觉得理所固然。但是我们从苹果公司买MP3播放器，手机，或者数码摄像机时，也感觉很舒服。而其实，我刚刚已经说过，苹果公司只是个电脑公司。没有什么能从构造上将苹果公司同竞争对手辨别开来。竞争对手和苹果公司有同样的能力制造所有这些产品。事实上，她们也尝试过。几年前，捷威（Gateway）公司推出了平板电视。她们制造平板电视的能力很强，由于她们做平板显示屏已经很近年了。但是没有人买她们的平板电视。戴尔公司推出了MP3播放器和掌上电脑，她们产品的质量非常好，产品的设计也非常不错。但是也没有人买她们的这些产品。其实，说到这里，我们无法想象会从戴尔公司买MP3播放器。你为什么会从一家电脑公司买MP3播放器呢？但是每天我们都这样做。人们买的不是你做的产品，人们买的是你的信念。做公司的目的不是要跟所有需要你的产品的人做生意，而是跟与你有着相似理念的人做生意。这是最精彩的部分。5:49我说的这些没有一种是我自己的观点。这些观点都能从生物学里面找到本源。不是心理学，是生物学。当你俯视看大脑的横截面，你会发现人类大脑事实上提成三个重要部分，而这三个重要部分和黄金圆环匹配得非常好。我们最新的脑部，管辖智力的脑部，或者说我们的大脑皮层，相应着“是什么” 这个圆环。大脑皮层负责我们所有的理性和逻辑的思考和语言功能。中间的两个部分是我们的两个边脑。边脑负责我们所有的情感，例如信任和忠诚，也负责所有的行为和决策，但这部分没有语言功能。6:35换句话说，当我们由外向内交流时，没错，人们可以理解大量的复杂信息，例如特性，长处，事实和图表。但局限性以激发行动。当我们由内向外交流时，我们是在直接同控制行为的那一部分大脑对话，然后我们由人们理性地思考我们所说和做的事情。这就是那些发自内心的决定的来源。你懂得，有时候你展示给某些人所有的数据图表，她们会说“我懂得这些数据和图表是什么意思，但就是感觉不对。”为什么我们会用这个动词，“感觉” 不对？由于控制决策的那一部分大脑并不支配语言，我们只得说 “我不懂得为什么，就是感觉不对。”或者有些时候，你说听从心的召唤，或者说听从灵魂。我不想把这些观念分解得太彻底，但心和灵魂都不是控制行为的部分。所有这一切都发生在你的边脑，控制决策行为而非语言的边脑。7:29如果你自己都不懂得你为什么干你所做的事情，而别人要对你的动机作出反映，那么你怎么也许赢得人们对你的支持，从你这里购买东西，或者，更重要的，对你忠诚并且想成为你正在做的事情的一分子呢？再说一次，目的不仅仅是将你有的东西卖给需要它们的人；而是将东西卖给跟你有共同信念的人。目的不仅仅是雇佣那些需要一份工作的人；目的是雇佣那些同你有共同信念的人。你懂得吗，我总是说，如果你雇佣某人只是由于她能做这份工作，她们就只是为你开的工资而工作，但是如果你雇佣跟你有共同信念的人，她们会为你付出热血，汗水和泪水。这一点，没有比怀特兄弟的故事更恰当的例子了。8:14大多数人都没据说过塞缪尔兰利这个人。20世纪初期，投入机动飞行器的热情就像当今的网站热，每个人都在做尝试。塞缪尔兰利拥有所有人们觉得是成功的要素。我的意思是，即便是目前，你问别人“为什么你的产品或者公司失败了呢？”人们总是用同样的三个东西以同样的排
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