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 action 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 而其实他们只是一家电脑公司 他们跟其他公司没有任何分别 有同样的途径 接触到同样的人才 同样的代理商 顾 问 和媒体 那为什么他们 就似乎有那么一点不同寻常呢 同样的 为什么是由马丁 路 德 金 来领导民权运动 那个时候在美国 民权运动之前 不仅仅只有他一个人饱受歧视 他也决不是那个时代唯一的伟大演说家 为什么会是他 又为什么怀特兄弟 能够造出动 力控制的载人飞机 跟他们相比 当时的其他团队似乎 更有能力 更有资金 他们却没 能制造出载人飞机 怀特兄弟打败了他们 一定还有一些什么别的因素在起作用 1 17 大概三年半之前 我有了个新发现 这个发现完全改变了 我对这个世界如何运作的 看法 甚至从根本上改变了 我的工作生活方式 那就是我发现了一种模式 我发现世界 上所有伟大的令人振奋的领袖 和组织 无论是苹果公司 马丁 路德 金还是怀特兄弟 他 们思考 行动 交流沟通的方式 都完全一样 但是跟所有其他人的方式 完全相反 我所 做的仅仅是把它整理出来 这可能是世上 最简单的概念 我称它为黄金圆环 2 07 为什么 怎么做 是什么 这小小的模型就解释了 为什么一些组织和领导者 能够在 别人不能的地方激发出灵感和潜力 我来尽快地解释一下这些术语 地球上的每个人 每个组织 都明白自己做的是什么 百分之百 其中一些知道该怎么做 你可以称之为是 你的差异价值 或是你的独特工艺 或是你的独特卖点也好 怎么说都行 但是非常 非常少的人和组织 明白为什么做 这里的 为什么 和 为利润 没有关系 利润只是一个 结果 永远只能是一个结果 我说的 为什么 指的是 你的目的是什么 你这样做的原 因是什么 你怀着什么样的信念 你的机构为什么而存在 你每天早上是为什么而起床 为什么别人要在乎你 结果是 我们思考的方式 行动的方式 交流的方式都是由外向 内的 很显然的 我们所采用的方式是从清晰开始 然后到模糊的东西 但是激励型领 袖以及 组织机构 无论他们的规模大小 所在领域 他们思考 行动和交流的方式 都是 从里向外的 3 13 举个例子吧 我举苹果公司是因为这个例子简单易懂 每个人都能理解 如果苹果 公司跟其他公司一样 他们的市场营销信息就会是这个样子 我们做最棒的电脑 设计 精美 使用简单 界面友好 你想买一台吗 不怎么样吧 这就是我们大多数人的交 流方式 也是大多数市场推广的方式 大部分销售所采用的方式 也是我们大部分人互 相交流的方式 我们说我们的职业是干什么的 我们说我们是如何的与众不同 或者我们 怎么比其他人更好 然后我们就期待着一些别人的反应 比如购买 比如投票 诸如此 类 这是我们新开的的律师事务所 我们拥有最棒的律师和最大的客户 我们总是能满 足客户的要求 这是我们的新车型 非常省油 真皮座椅 买一辆吧 但是这些推销词 一点劲都没有 4 00 这是苹果公司实际上的沟通方式 我们做的每一件事情 都是为了突破和创新 我 们坚信应该以不同的方式思考 我们挑战现状的方式 是通过把我们的产品设计得十分精 美 使用简单 和界面友好 我们只是在这个过程中做出了最棒的电脑 想买一台吗 感觉完全不一样 对吧 你已经准备从我这里买一台了 我所做的只是将传递信息的顺序 颠倒一下而已 事实已经向我们证明 人们买的不是你做的产品 人们买的是你的信念 和宗旨 人们买的不是你做的产品 人们买的是你的信念 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当然 但是我们从 苹果公司 买 MP3 播放器 手机 或者数码摄像机时 也感觉很舒服 而其实 我刚才已 经说过 苹果公司只是个电脑公司 没有什么能从结构上将苹果公司 同竞争对手区分开 来 竞争对手和苹果公司有同样的能力制造所有这些产品 实际上 他们也尝试过 几 年前 捷威 Gateway 公司推出了平板电视 他们制造平板电视的能力很强 因为他们 做平板显示器已经很多年了 但是没有人买他们的平板电视 戴尔公司推出了 MP3 播放 器和掌上电脑 他们产品的质量非常好 产品的设计也非常不错 但是也没有人买他们 的这些产品 其实 说到这里 我们无法想象 会从戴尔公司买 MP3 播放器 你为什么会 从一家电脑公司买 MP3 播放器呢 但是每天我们都这么做 人们买的不是你做的产品 人们买的是你的信念 做公司的目标不是要跟 所有需要你的产品的人做生意 而是跟 与 你有着相同理念的人做生意 这是最精彩的部分 5 49 我说的这些没有一个是我自己的观点 这些观点都能从生物学里面找到根源 不是 心理学 是生物学 当你俯视看大脑的横截面 你会发现人类大脑实际上分成 三个主要 部分 而这三个主要部分和黄金圆环匹配得非常好 我们最新的脑部 管辖智力的脑部 或者说我们的大脑皮层 对应着 是什么 这个圆环 大脑皮层负责我们所有的 理性和逻 辑的思考 和语言功能 中间的两个部分是我们的两个边脑 边脑负责我们所有的情感 比如信任和忠诚 也负责所有的行为 和决策 但这部分没有语言功能 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 比如特 征 优点 事实和图表 但不足以激发行动 当我们由内向外交流时 我们是在直接同 控制行为的 那一部分大脑对话 然后我们由人们理性地思考 我们所说和做的事情 这就 是那些发自内心的决定的来源 你知道 有时候你展示给一些人 所有的数据图表 他们 会说 我知道这些数据和图表是什么意思 但就是感觉不对 为什么我们会用这个动词 感觉 不对 因为控制决策的那一部分大脑 并不支配语言 我们只好说 我不知道为什 么 就是感觉不对 或者有些时候 你说听从心的召唤 或者说听从灵魂 我不想把这 些观念分解得太彻底 但心和灵魂都不是 控制行为的部分 所有这一切都发生在你的边 脑 控制决策行为而非语言的边脑 7 29 如果你自己都不知道你为什么干你所做的事情 而别人要对你的动机作出反应 那 么你怎么可能赢得大家对你的支持 从你这里购买东西 或者 更重要的 对你忠诚 并 且想成为你正在做的事情的一分子呢 再说一次 目标不仅仅是将你有的东西卖给需要它 们的人 而是将东西卖给跟你有共同信念的人 目标不仅仅是雇佣那些 需要一份工作的 人 目标是雇佣那些同你有共同信念的人 你知道吗 我总是说 如果你雇佣某人只是 因为他能做这份工作 他们就只是为你开的工资而工作 但是如果你雇佣跟你有共同信念 的人 他们会为你付出热血 汗水和泪水 这一点 没有比怀特兄弟的故事 更恰当的例 子了 8 14 大多数人都没听说过塞缪尔 兰利这个人 20 世纪初期 投入机动飞行器的热情就像 当今的网站热 每个人都在做尝试 塞缪尔 兰利拥有所有大家认为是 成功的要素 我的 意思是 即便是现在 你问别人 为什么你的产品或者公司失败了呢 人们总是用同样的 三个东西以同样的排列顺序来回答你 缺乏资金 用人不善 形势不好 总是那三种理 由 所以让我们来逐个分析一下 国防部给了塞缪尔 兰利 5 万美金 作为研制飞行器的资 金 所以说 资金不是问题 他在哈佛大学工作过 也在史密森尼学会工作过 人脉极 其广泛 他认识当时最优秀的人才 因此 他雇佣了 用资金能吸引到的最优秀的人才 当时的市场形势相当有利 纽约时报对他做跟踪报道 每个人都支持他 但是为什么你 们连听都没听说过他呢 9 15 与此同时 几百公里之外的俄亥俄州代顿市 有一对兄弟 奥维尔 莱特和维尔伯 莱特 他们俩没有任何我们认为的 成功的要素 他们没有钱 他们用自行车店的收入来追求他 们的梦想 莱特兄弟的团队中没有一个人 上过大学 就连奥维尔和维尔伯也没有 纽约 时报更是不沾边的 不同的是 奥维尔和维尔伯追求的是一个事业 一个目标 一种信 念 他们相信如果他们 能研制出飞行器 将会改变全世界的发展进程 塞缪尔 兰利就不 同了 他想要发财 他想要成名 他追求的是最终结果 是变得富有 看吧 看接下来 怎么样了 那些怀有和怀特兄弟一样梦想的人 跟他们一起热血朝天地奋斗着 另一边的 人则是为了工资而工作 后来流传的故事说 每次怀特兄弟出去实验时 都必须带着五 组零件 因为那是在他们回来吃晚饭之前 将要坠毁的次数 10 20 最后 在 1903 年 12 月 17 日 怀特兄弟成功起飞 但是当时没有任何其他人在场 目睹 我们是在几天后才知道的 后来的事情进一步证实了 兰利动机不纯 他在怀特兄 弟