TED被觀看最多的演講之一：偉大領袖如何激勵行動 （附演講稿） 本期推薦TED演講人：SimonSinek導讀這是非常經典的一場演講，盡管場地很普通，Simon也沒有使用PPT，而是從一張紙上開始他的18分鐘演講。但觀點振奮人心，成為TED史上點擊率最高的幾個視頻之一。視頻播放片長：18分35秒大小：未知Howdoyouexplainwhenthingsdon'tgoasweassume?Orbetter,howdoyouexplainwhenothersareabletoachievethingsthatseemtodefyalloftheassumptions?Forexample:WhyisApplesoinnovative?Yearafteryear,afteryear,afteryear,they'remoreinnovativethanalltheircompetition.Andyet,they'rejustacomputercompany.They'rejustlikeeveryoneelse.Theyhavethesameaccesstothesametalent,thesameagencies,thesameconsultants,thesamemedia.Thenwhyisitthattheyseemtohavesomethingdifferent?WhyisitthatMartinLutherKingledtheCivilRightsMovement?Hewasn'ttheonlymanwhosufferedinapre-civilrightsAmerica,andhecertainlywasn'ttheonlygreatoratoroftheday.Whyhim?AndwhyisitthattheWrightbrotherswereabletofigureoutcontrolled,poweredmanflightwhentherewerecertainlyotherteamswhowerebetterqualified,betterfunded...andtheydidn'tachievepoweredmanflight,andtheWrightbrothersbeatthemtoit.There'ssomethingelseatplayhere.AboutthreeandahalfyearsagoImadeadiscovery.AndthisdiscoveryprofoundlychangedmyviewonhowIthoughttheworldworked,anditevenprofoundlychangedthewayinwhichIoperateinit.Asitturnsout,there'sapattern.Asitturnsout,allthegreatandinspiringleadersandorganizationsintheworld-whetherit'sAppleorMartinLutherKingortheWrightbrothers--theyallthink,actandcommunicatetheexactsameway.Andit'sthecompleteoppositetoeveryoneelse.AllIdidwascodifyit,andit'sprobablytheworld'ssimplestidea.Icallitthegoldencircle.Why?How?What?Thislittleideaexplainswhysomeorganizationsandsomeleadersareabletoinspirewhereothersaren't.Letmedefinethetermsreallyquickly.Everysingleperson,everysingleorganizationontheplanetknowswhattheydo,100percent.Someknowhowtheydoit,whetheryoucallityourdifferentiatedvaluepropositionoryourproprietaryprocessoryourUSP.Butvery,veryfewpeopleororganizationsknowwhytheydowhattheydo.Andby'why'Idon'tmean'tomakeaprofit.'That'saresult.It'salwaysaresult.By'why,'Imean:What'syourpurpose?What'syourcause?What'syourbelief?Whydoesyourorganizationexist?Whydoyougetoutofbedinthemorning?Andwhyshouldanyonecare?Well,asaresult,thewaywethink,thewayweact,thewaywecommunicateisfromtheoutsidein.It'sobvious.Wegofromtheclearestthingtothefuzziestthing.Buttheinspiredleadersandtheinspiredorganizations--regardlessoftheirsize,regardlessoftheirindustry--allthink,actandcommunicatefromtheinsideout.Letmegiveyouanexample.IuseApplebecausethey'reeasytounderstandandeverybodygetsit.IfApplewerelikeeveryoneelse,amarketingmessagefromthemmightsoundlikethis:'Wemakegreatcomputers.They'rebeautifullydesigned,simpletouseanduserfriendly.Wanttobuyone?''Meh.'Andthat'showmostofuscommunicate.That'showmostmarketingisdone,that'showmostsalesisdoneandthat'showmostofuscommunicateinterpersonally.Wesaywhatwedo,wesayhowwe'redifferentorhowwe'rebetterandweexpectsomesortofabehavior,apurchase,avote,somethinglikethat.Here'sournewlawfirm:Wehavethebestlawyerswiththebiggestclients,wealwaysperformforourclientswhodobusinesswithus.Here'sournewcar:Itgetsgreatgasmileage,ithasleatherseats,buyourcar.Butit'suninspiring.Here'showAppleactuallycommunicates.'Everythingwedo,webelieveinchallengingthestatusquo.Webelieveinthinkingdifferently.Thewaywechallengethestatusquoisbymakingourproductsbeautifullydesigned,simpletouseanduserfriendly.Wejusthappentomakegreatcomputers.Wanttobuyone?'Totallydifferentright?You'rereadytobuyacomputerfromme.AllIdidwasreversetheorderoftheinformation.Whatitprovestousisthatpeopledon'tbuywhatyoudo;peoplebuywhyyoudoit.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.ThisexplainswhyeverysinglepersoninthisroomisperfectlycomfortablebuyingacomputerfromApple.Butwe'realsoperfectlycomfortablebuyinganMP3playerfromApple,oraphonefromApple,oraDVRfromApple.But,asIsaidbefore,Apple'sjustacomputercompany.There'snothingthatdistinguishesthemstructurallyfromanyoftheircompetitors.Theircompetitorsareallequallyqualifiedtomakealloftheseproducts.Infact,theytried.Afewyearsago,GatewaycameoutwithflatscreenTVs.They'reeminentlyqualifiedtomakeflatscreenTVs.They'vebeenmakingflatscreenmonitorsforyears.Nobodyboughtone.DellcameoutwithMP3playersandPDAs,andtheymakegreatqualityproducts,andtheycanmakeperfectlywell-designedproducts--andnobodyboughtone.Infact,talkingaboutitnow,wecan'tevenimaginebuyinganMP3playerfromDell.WhywouldyoubuyanMP3playerfromacomputercompany?Butwedoiteveryday.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave.Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve.Here'sthebestpart:NoneofwhatI'mtellingyouismyopinion.It'sallgroundedinthetenetsofbiology.Notpsychology,biology.Ifyoulookatacross-sectionofthehumanbrain,lookingfromthetopdown,whatyouseeisthehumanbrainisactuallybrokenintothreemajorcomponentsthatcorrelateperfectlywiththegoldencircle.Ournewestbrain,ourHomosapienbrain,ourneocortex,correspondswiththe'what'level.Theneocortexisresponsibleforallofourrationalandanalyticalthoughtandlanguage.Themiddletwosectionsmakeupourlimbicbrains,andourlimbicbrainsareresponsibleforallofourfeelings,liketrustandloyalty.It'salsoresponsibleforallhumanbehavior,alldecision-making,andithasnocapacityforlanguage.Inotherwords,whenwecommunicatefromtheoutsidein,yes,peoplecanunderstandvastamountsofcomplicatedinformationlikefeaturesandbenefitsandfactsandfigures.Itjustdoesn'tdrivebehavior.Whenwecancommunicatefromtheinsideout,we'retalkingdirectlytothepartofthebrainthatcontrolsbehavior,andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom.Youknow,sometimesyoucangivesomebodyallthefactsandfigures,andtheysay,'Iknowwhatallthefactsanddetailssay,butitjustdoesn'tfeelright.'Whywouldweusethatverb,itdoesn't'feel'right?Becausethepartofthebrainthatcontrolsdecision-makingdoesn'tcontrollanguage.Andthebestwecanmusterupis,'Idon'tknow.Itjustdoesn'tfeelright.'Orsometimesyousayyou'releadingwithyourheart,oryou'releadingwithyoursoul.Well,Ihatetobreakittoyou,thosearen'totherbodypartscontrollingyourbehavior.It'sallhappeninghereinyourlimbicbrain,thepartofthebrainthatcontrolsdecision-makingandnotlanguage.Butifyoudon'tknowwhyyoudowhatyoudo,andpeoplerespondtowhyyoudowhatyoudo,thenhowwillyouevergetpeopletovoteforyou,orbuysomethingfromyou,or,moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo.Again,thegoalisnotjusttoselltopeoplewhoneedwhatyouhave;thegoalistoselltopeoplewhobelievewhatyoubelieve.Thegoalisnotjusttohirepeoplewhoneedajob;it'stohirepeoplewhobelievewhatyoubelieve.Ialwayssaythat,youknow,ifyouhirepeoplejustbecausetheycandoajob,they'llworkforyourmoney,butifyouhirepeoplewhobelievewhatyoubelieve,they'llworkforyouwithbloodandsweatandtears.AndnowhereelseisthereabetterexampleofthisthanwiththeWrightbrothers.Mostpeopledon'tknowaboutSamuelPierpontLangley.Andbackintheearly20thcentury,thepursuitofpoweredmanflightwaslikethedotcomoftheday.Everybodywastryingit.AndSamuelPierpontLangleyhad,whatweassume,tobetherecipeforsuccess.Imean,evennow,youaskpeople,'Whydidyourproductorwhydidyourcompanyfail?'andpeoplealwaysgiveyouthesamepermutationofthesamethreethings:under-capitalized,thewrongpeople,badmarketconditions.It'salwaysthesamethreethings,solet'sexplorethat.SamuelPierpontLangleywasgiven50,000dollarsbytheWarDepartmenttofigureoutthisflyingmachine.Moneywasnoproblem.HeheldaseatatHarvardandworkedattheSmithsonianandwasextremelywell-connected;heknewallthebigmindsoftheday.Hehiredthebestmindsmoneycouldfindandthemarketconditionswerefantastic.TheNewYorkTimesfollowedhimaroundeverywhere,andeveryonewasrootingforLangley.Thenhowcomewe'veneverheardofSamuelPierpontLangley?AfewhundredmilesawayinDaytonOhio,OrvilleandWilburWright,theyhadnoneofwhatweconsidertobetherecipeforsuccess.Theyhadnomoney;theypaidfortheirdreamwiththeproceedsfromtheirbicycleshop;notasinglepersonontheWrightbrothers'teamhadacollegeeducation,notevenOrvilleorWilbur;andTheNewYorkTimesfollowedthemaroundnowhere.Thedifferencewas,OrvilleandWilburweredrivenbyacause,byapurpose,byabelief.Theybelievedthatiftheycouldfigureoutthisflyingmachine,it'llchangethecourseoftheworld.SamuelPierpontLangleywasdifferent.Hewantedtoberich,andhewantedtobefamous.Hewasinpursuitoftheresult.Hewasinpursuitoftheriches.Andloandbehold,lookwhathappened.ThepeoplewhobelievedintheWrightbrothers'dreamworkedwiththemwithbloodandsweatandtears.Theothersjustworkedforthepaycheck.AndtheytellstoriesofhoweverytimetheWrightbrotherswentout,theywouldhavetotakefivesetsofparts,becausethat'showmanytimestheywouldcrashbeforetheycameinforsupper.And,eventually,onDecember17th,1903,theWrightbrotherstookflight,andnoonewastheretoevenexperienceit.Wefoundoutaboutitafewdayslater.AndfurtherproofthatLangleywasmotivatedbythewrongthing:ThedaytheWrightbrotherstookflight,hequit.Hecouldhavesaid,'That'sanamazingdiscovery,guys,andIwillimproveuponyourtechnology,'buthedidn't.Hewasn'tfirst,hedidn'tgetrich,hedidn'tgetfamoussohequit.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.Andifyoutalkaboutwhatyoubelieve,youwillattractthosewhobelievewhatyoubelieve.Butwhyisitimportanttoattractthosewhobelievewhatyoubelieve?Somethingcalledthelawofdiffusionofinnovation,andifyoudon'tknowthelaw,youdefinitelyknowtheterminology.Thefirsttwoandahalfpercentofourpopulationareourinnovators.Thenext13andahalfpercentofourpopulationareourearlyadopters.Thenext34percentareyourearlymajority,yourlatemajorityandyourlaggards.Theonlyreasonthesepeoplebuytouchtonephonesisbecauseyoucan'tbuyrotaryphonesanymore.(Laughter)Weallsitatvariousplacesatvarioustimesonthisscale,butwhatthelawofdiffusionofinnovationtellsusisthatifyouwantmass-marketsuccessormass-marketacceptanceofanidea,youcannothaveituntilyouachievethistippingpointbetween15and18percentmarketpenetration,andthenthesystemtips.AndIloveaskingbusinesses,'What'syourconversiononnewbusiness?'Andtheylovetotellyou,'Oh,it'sabout10percent,'proudly.Well,youcantripover10percentofthecustomers.Weallhaveabout10percentwhojust'getit.'That'showwedescribethem,right?That'slikethatgutfeeling,'Oh,theyjustgetit.'Theproblemis:Howdoyoufindtheonesthatgetitbeforeyou'redoingbusinesswiththemversustheoneswhodon'tgetit?Soit'sthishere,thislittlegapthatyouhavetoclose,asJeffreyMoorecallsit,'CrossingtheChasm'--because,yousee,theearlymajoritywillnottrysomethinguntilsomeoneelsehastrieditfirst.Andtheseguys,theinnovatorsandtheearlyadopters,they'recomfortablemakingthosegutdecisions.They'remorecomfortablemakingthoseintuitivedecisionsthataredrivenbywhattheybelieveabouttheworldandnotjustwhatproductisavailable.ThesearethepeoplewhostoodinlineforsixhourstobuyaniPhonewhentheyfirstcameout,whenyoucouldhavejustwalkedintothestorethenextweekandboughtoneofftheshelf.Thesearethepeoplewhospent40,000dollarsonflatscreenTVswhentheyfirstcameout,eventhoughthetechnologywassubstandard.And,bytheway,theydidn'tdoitbecausethetechnologywassogreat;theydiditforthemselves.It'sbecausetheywantedtobefirst.Peopledon'tbuywhatyoudo;theybuywhyyoudoitandwhatyoudosimplyproveswhatyoubelieve.Infact,peoplewilldothethingsthatprovewhattheybelieve.ThereasonthatpersonboughttheiPhoneinthefirstsixhours,stoodinlineforsixhours,wasbecauseofwhattheybelievedabouttheworld,andhowtheywantedeverybodytoseethem:Theywerefirst.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.Soletmegiveyouafamousexample,afamousfailureandafamoussuccessofthelawofdiffusionofinnovation.First,thefamousfailure.It'sacommercialexample.Aswesaidbefore,asecondago,therecipeforsuccessismoneyandtherightpeopleandtherightmarketconditions,right?Youshouldhavesuccessthen.LookatTiVo.FromthetimeTiVocameoutabouteightornineyearsagotothiscurrentday,theyarethesinglehighest-qualityproductonthemarket,handsdown,thereisnodispute.Theywereextremelywell-funded.Marketconditionswerefantastic.Imean,weuseTiVoasverb.ITiVostuffonmypieceofjunkTimeWarnerDVRallthetime.ButTiVo'sacommercialfailure.They'venevermademoney.AndwhentheywentIPO,theirstockwasatabout30or40dollarsandthenplummeted,andit'snevertradedabove10.Infact,Idon'tthinkit'seventradedabovesix,exceptforacoupleoflittlespikes.Becauseyousee,whenTiVolaunchedtheirproducttheytoldusallwhattheyhad.Theysaid,'WehaveaproductthatpausesliveTV,skipscommercials,rewindsliveTVandmemorizesyourviewinghabitswithoutyouevenasking.'Andthecynicalmajoritysaid,'Wedon'tbelieveyou.Wedon'tneedit.Wedon'tlikeit.You'rescaringus.'Whatiftheyhadsaid,'Ifyou'rethekindofpersonwholikestohavetotalcontrolovereveryaspectofyourlife,boy,dowehaveaproductforyou.ItpausesliveTV,skipscommercials,memorizesyourviewinghabits,etc.,etc.'Peopledon'tbuywhatyoudo;theybuywhyyoudoit,andwhatyoudosimplyservesastheproofofwhatyoubelieve.Nowletmegiveyouasuccessfulexampleofthelawofdiffusionofinnovation.Inthesummerof1963,250,000peopleshoweduponthemallinWashingtontohearDr.Kingspeak.Theysentoutnoinvitations,andtherewasnowebsitetocheckthedate.Howdoyoudothat?Well,Dr.Kingwasn'ttheonlymaninAmericawhowasagreatorator.Hewasn'ttheonlymaninAmericawhosufferedinapre-civilrightsAmerica.Infact,someofhisideaswerebad.Buthehadagift.Hedidn'tgoaroundtellingpeoplewhatneededtochangeinAmerica.Hewentaroundandtoldpeoplewhathebelieved.'Ibelieve,Ibelieve,Ibeliev