hoseTED_西蒙·斯涅克：伟大的领袖如何激励行动_中英文演讲稿

2021年1月21日发(作者：水冰)
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
profit.
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:
and user friendly. Want to buy one?
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.
challenging the status 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?
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
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 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
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 is where gut decisions
come from. Sometimes you can give somebody all the facts and figures,and they say,
know what all the facts and details say, but it just doesn't feel right.
that verb, it doesn't
decision- making doesn't control language. The best we can muster up is,
just doesn't feel right.
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,
fail?
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,
upon your technology,
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,

proudly. Well, you can trip over 10% of the customers. We all have about 10% who just

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,
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 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,
TV and memorizes your viewing habits without you even asking.
said,
14:47What if they had said,
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.
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.
believe, I believe, I believe,
believed took his cause, and they made it their own, and they told people. And some of