伟大的领导如何赋予行动以灵感中英文演讲稿文库.doc

伟大的领导如何赋予行动以灵感How Greater Leaders Inspire ActionSimon Sinek你怎样解释一些事情的进展出乎我们意料？或者说，你怎样解释别人能成就一些看似完全不符合设想的事？How do you explain when things dont 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? 例如：为什么苹果公司如此热衷于创新？年复一年，他们总是比所有竞争对手更要敢于创新。可是，他只是一家电脑公司，和其他竞争对手一样。他们以同样的方法聘用同样的人才，拥有同样的代理商，同样的顾问，同样的媒体。那为什么他们看上去会与众不同呢？For example, why is Apple so innovative? Year after year after year after year, they are more innovative than all their competition. And yet, they are just a computer company, 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? 为什么马丁路德金能领导民权运动？他不是唯一一个遭遇非公民待遇的美国公民。他无疑也不是那个时代唯一伟大的演说家。那为什么是他？Why is it that Martin Luther King led the Civil Rights Movement? He wasnt the only man who suffered in the pre-Civil Rights America, and he certainly not the only great orator of the day. Why him? And why is it that the Wright Brothers were able to figure out control powered man flight when there were certainly other teams who were better qualified, better funded and they didnt achieve powered man flight the Wright Brothers beat them to it. 为什么莱特兄弟能够发明载人动力飞机，而当时其他人无疑拥有更好的资质、更雄厚的资金，但他们却没能完成载人动力飞行，而莱特兄弟却能最终成功呢？Theres something else at play here. 因为这里还有其他因素。About 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 then it even profoundly changed the way in which I operated it. 大约三年半之前，我发现了一个原理。这个发现深深地改变了我的观点，我曾经认为这个世界是如何运转的观点。它还深深地改变了我行事的方式。As it turns out, there is a pattern. As it turns out all the great and inspiring leaders and organizations in the world whether its Apple or Martin Luther King or the Wright Brothers, they all think, act, and communicate in the exact same way, and its the complete opposite to everyone else. 说起来，这是一种模式。这个世界上所有伟大的、有感染力的领导者或者企业，无论是苹果公司，马丁路德金或者莱特兄弟，他们都以一种完全相同的方式进行思考、行动和交流。但这是一种完全不同于其他人的方式。All I did is codify it, and its probably the worlds simplest idea. I call it the Golden Circle. 我做的全部工作，只是把它编成一条法则。这可能是世界上最简单的法则。我把它叫做黄金圈。Why, how, what. 为什么，怎么样，是什么。This little idea explains why some organizations and some leaders are able to inspire while others arent. Let me define the terms really quickly. 这一法则解释了为什么一些企业和一些领导者，能够拥有其他人不能实现的感染力。让我快速地定义一下这些术语。Every single person, every single organization on the planet knows what they do, 100%. 世界上每个人、每家企业都明白他们在做什么，这是毫无疑问的。Some know how they do it: you call it your differentiating value proposition, or your proprietary process, or your USP. 其中一些知道怎么样去做，你们可以把这叫做有差异的价值主张，或者是专有的工艺，或者独家卖点。But very very few people or organizations know why they do what they do. 但是极少人或企业知道，为什么要做自己所做的事情。And by why I dont mean to make a profit. Thats a result. Its always a result. 这里的“为什么”，我不是指“为利润”。这只是个结果。事情总是会有一个结果的。By why I mean whats your purpose, whats your cause, whats your belief. 我所指的是：你的目的是什么？你的动机是什么？你的信仰是什么？Why does your organization exist? Why did you get out of bed in the morning? Why should anyone care? 为什么你的企业会存在？你为什么而工作？为什么其他人需要在乎这些？As a result, the way we think, the way we act, the way we communicate is from the outside in. Its obvious. We go from the clearest thing to the fuzziest thing. 这样的结果是，我们思考的方式，我们行动的方式，和我们交流的方式都是由外而内的。这个很明显，我们都是从最清晰的事物，到最模糊的事物。why为什么How 怎么样What 是什么 But the inspired leaders, the inspired organizations, regardless of their size, regardless of their industry, all think, act and communicate from the inside out. 但是有感染力的领导者和企业，不论他们的规模、行业，所有的思想、行动和交流都是自内而外的。Why为什么how怎么样what是什么 Let me give you an example. I use Apple because its easy to understand and everybody gets it. 给你们举个例子。我用苹果公司来举例，因为这很简单，这样大家都很容易理解。If Apple were like everyone else, a marketing message from them might sound like this. We make great computers. They are beautifully designed, simple to use, and user-friendly. Want to buy one? 如果苹果公司如同其他公司一样，他们的营销方法就可能是这样。“我们做最棒的电脑。设计精美，使用简单，界面友好。你想要买一台吗？”Thats how most of us communicate. Thats how most marketing is done. Thats how most sales are done. Thats how most of us communicate interpersonally. 这就是我们大部分人的交流方式。这就是大部分的市场营销方式。这也是大部分的销售方式。这也是我们中大部分人的人际交流方式。We say what we do. We say how we are different, we are better, and we expect some sort of behavior, purchase of vote. Something like that. 我们说我们做什么工作的，说我们是如何与众不同，或者我们是如何更加优秀，然后我们就期待着别人有所反应，比如购买产品，比如给予支持。类似于这些的反应。Heres our new law firm. We have the best lawyers, the biggest clients, and we always perform for our clients. 这是我们新开的律师事务所。我们拥有最出色的律师，拥有知名企业客户。我们总是能包客户满意。Here is our new car. It gets great gas mileage. It has leather seats. Buy our car. But its uninspiring. 这是我们的新车型。非常省油，真皮座椅。买我们的车吧。但是这些完全没有感染力。Here is how Apple actually communicates. Everything we do, we believe in challenging the status quo. We believe in thinking differently. 而苹果公司的沟通方式是这样的。“无论我们做什么，我们坚信要挑战现状。我们坚信要用不同的方式思考。The way we challenge status quo is by making our products beautifully designed, simple to use, and user-friendly. 而我们挑战现状的方式就是，我们让我们的产品设计精美，使用简单，并且界面友好。We just happen to make great computers. Want to buy one? 我们正好也是一家生产优质电脑的厂商。你想要买一台吗？Totally different, right? You are ready to buy a computer from me. All I did is reverse the order of information. What it proves to us is that people dont buy what you do, people buy why you do it. 完全不一样，对吗？你们这就愿意从我这里购买一台电脑了。我所做的，只是将这些信息的顺序反向排列。这些证明了，人们不会买你所做的产品；人们买的是你的信念。People dont buy what you do, they buy why you do it. This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we are also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.人们买的不是你做的什么产品；而是你做这些事情的信念。这个解释了在座的每个人为什么非常乐意买一台苹果公司的电脑。但是我们同样乐意购买一部苹果公司的MP3播放器，或者一部苹果电话，或者苹果DVR。 But as I said before, Apple is just a computer company, does nothing that distinguishes them structurally from their competitors. Their competitors are all equally qualified to make all these products. In fact they tried.但是如我之前所说的，苹果公司只是一家电脑公司。没有什么体系方面的东西，能把它同其他竞争者区别开。它的竞争者都同样具备制作所有这些产品的能力。而事实上，他们也尝试过。A few years ago, Gateway came up with flat screen TVs. They are eminently qualified for making flat screen TVs. Theyve been flat screen monitors for years. Nobody bought one. 几年前，捷威公司推出了平板电视机。很显然他们具有制造平板电视的资质。他们已经制造平板显示器许多年了。但是没人购买。And then, Dell came up with MP3s and PDAs. They make great quality products. They can make perfectly well designed products, and nobody bought one. 戴尔公司推出了MP3和掌上电脑。他们的产品质量很棒。他们的产品设计同样出众，但是没人购买。In fact talking about it now, I cant imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. 事实上，现在来谈论这些，我甚至无法想象去买一部戴尔的MP3播放器。你怎么会从一家电脑公司买一部MP3？但是我们一直都在这么做。People dont buy what you do, they buy why you do it. The goal is not to do business with anybody who needs what you have. The goal is to do business with people who believe what you believe. 人们买的不是你做的什么产品；而是你做这些产品的信念。目标并不在于和需要你产品的人做生意。而是在于和那些与你有共同信念的人做生意。Heres the best part. None of what Im telling you is my opinion. Its all grounded tenets of biology, not psychology, but biology. 以下的分析很有意思。我所告诉你们的这些都不是我自己的观点。这些观点都能从生物学里找到基础。不是心理学，而是生物学。If you look at a cross-section of the human brain, looking from top down, what you see is that the human brain is actually broken into three major components that correlate perfectly with the Golden Circle. 如果你观察人类大脑的横截面，自上而下观察，你会发现人类大脑实际上是分成三个主要组成部分，而这三个部分和黄金圈完全符合。Our newest brain, our homo sapien brain, our neo-cortex, corresponds with the “what” level. 我们人类最新的大脑就是智慧人种大脑，新大脑皮层对应着“是什么”这个圆环。The neo-cortex is responsible for all our rational and analytical thought and language. 新大脑皮层负责我们所有的理性和分析性思维和语言。The middle two sections make up our limbic brains. 中间的两个部分组成我们的大脑边缘系统。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. 我们的大脑边缘系统负责我们所有的感受，如信任和忠诚。它还负责所有的人类行为，所有的决策，但不负责语言能力。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. But it just doesnt drive behavior. 换句话说，当我们由外向内沟通时，人们能理解大量的复杂信息，比如特征、优点、事实和数据。但不会激发行为。When we communicate from the inside out, we are talking directly to the part of brain that controls behavior and we allow people to rationalize it with the tangible things we say and do. 当我们能由内向外沟通时，我们是直接同大脑负责控制行为的部分进行交流，然后我们通过一些我们所说和所做的实际事物，为我们的行为找到理由。This is where gut decisions come from. 这就是大胆决策的由来。You know, sometimes you can give somebody all the facts and figures and he says, I know all the facts and details, but it just doesnt feel right. 就像有时候你们给某人展示所有的事实和数据，他们会说，“这些事实和细节，我都知道，但是就是感觉有什么不对。”Why would he use that verb - it doesnt feel right? Because the part of the brain that controls decision making doesnt control language. And the best we can muster up with is I dont know and it just doesnt feel right. 为什么我们用的动词是“感觉”不对？因为我们大脑中负责控制决策的区域，不负责控制语言。我们只好说，“我不知道，反正就是感觉不对。”Or sometimes you say you are leading with your heart or with your soul. Theres no other body parts controlling your behavior. Its all happening here in the limbic brain, the part of brain that controls decision making but not language. 或者有时候你们会说你是从自己内心或者灵魂出发的。这些不是身体的其他部分在控制着你的行为。它全发生在你的大脑边缘里，大脑中控制决策、但不负责语言的那部分。But if you dont know why you do what you do, and people respond to why you do what you do, then how do we ever get people to vote for you, to buy something from you, or more importantly, be loyal, and want to be a part of what it is that you do? 但是如果你不知道为什么要做自己所做的事情，人们会对你做事的原因做出什么样的反应，你又怎样能得到人们对你的支持？或者从你那里购买东西？或者更重要，忠诚于你？以及想参与到你所做的事业当中？Again, 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. 再强调一次，目的不在于出售给那些需要你的产品的人；而是在于销售给那些同你有着共同信念的人。The goal is not just to hire people who need a job. Its to hire people who believe what you believe. 目标不在于雇佣需要一份工作的人；而是在于雇佣那些与你拥有同样信念的人。I always say that, you know, if you hire people just because they can do a job, they work for your money, but you hire people who believe what you believe, they work for you in blood, sweat, and tears. 我总是说，如果你雇佣一个仅仅能胜任这项工作的人，他们会为了挣钱而工作；但是如果你雇佣了和你一样拥有共同信念的人，他们会为你倾尽全力，用心工作。And nowhere else is there a better example of this thing than the Wright Brothers. 在这一方面，没有比莱特兄弟更好的例子了。Most people dont know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dotcom of the day. Everybody was trying it. And Samuel Pierpont Langley had what we assume to be the recipe for success. 大部分人不知道塞缪尔皮尔庞特兰利这个人。然而回顾20世纪初期，人们对于载人动力飞机的热情就象对当今的网站一样。每个人都在摩拳擦掌。塞缪尔皮尔庞特兰利拥有我们认为的“成功秘诀”。I mean, even now when you ask why people why did your product, your company fail, people always give you the same permutation of the same three things: undercapitalized, wrong people, bad market conditions. Its always the same three things. So lets explore that. 我的意思是，即使是现在，你问别人，“怎么你的产品或者你的公司没成功？”人们总是给出同样的三条原因：资金不足、用人不善、市场形势不好。不外乎都是这三个原因。那么让我们仔细探讨一下。Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out the flying machine. Money was no problem. He held a seat at Harvard and worked with 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 reading for Langley. 塞缪尔皮尔庞特兰利得到了国防部的五万美元投资，用于研发飞机。因此资金不是问题。他曾在哈佛工作过，也在史密森尼学会工作过，拥有极其宽广的人脉。他认识当时最优秀的人才。因此，他雇佣的人，都是高薪能吸引到的最优秀人才。并且当时市场形势一片大好。纽约时报时刻跟踪报道他，大家都争相了解他的消息。And how can we have never heard of Samuel Pierpont Langley? 但是为什么我们连听都没听说过塞缪尔皮尔庞特兰利这个人呢？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. They had no money. They paid for their dream with proceeds of 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. 与此同时，在几百英里外的俄亥俄戴顿镇，奥维尔莱特和威尔伯莱特两兄弟，却没有我们认为“成功秘诀”必需的任何要素。他们没有钱，他们把自己在单车店的收益作为实现梦想的资金。团队里没有一人接受过大学教育，就连两兄弟自己也没有上过大学。他们只是毫不起眼的小人物。The 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, itd change the course of the world. 不同的是，莱特兄弟坚信自己的事业和梦想，坚持自己的信念。他们相信，如果他们能够制造出飞机，那会改变世界前进的脚步。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 then behold what would happen. 塞缪尔皮尔庞特兰利却不同。他想要变得富有，他想要出名。他追求的是结果。他追求的是财富。看吧，看接下来怎么样。 People who believed in the Wright Brothers dream worked with them with blood, sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright Brothers went out, they would have to take five sets of parts because that is how many times they would crash before they came in for supper. 那些相信莱特兄弟梦想的人们，与他俩一起，倾心竭力的工作。而另外一边，只是为了薪水而工作。后来流传的故事说，莱特兄弟每次出去试验，都必须带五套零件，因为他们回来吃晚饭前肯定会坠机五次。And eventually on Dec 17th 1903, the Wright Brothers took flight. And no one was there even to experience it. We found out about it a few days later. 最后，在1903年12月17日，莱特兄弟成功试飞。现场甚至没有人见证这一伟大时刻。这个消息在在数天之后才为人所知。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. 后来的事情进一步证明，兰利当初的动机就是为了名利，因为在莱特兄弟成功试飞的当天，他就放弃了。他本可以说：“这是一个伟大的发明，我将会改进你们的技术。”但是他没有。他没有成为第一人。他没能变的富有，他没能成为名人，因此他放弃了。People dont buy what you do, they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. 人们买的不是你做的什么产品；而是你做这些产品的信念。如果你能说出自己的信念是什么，你就会吸引那些与你有着相同信念的人。Why is it important to attract those who believe what you believe?但是为什么吸引那些与你有着同样信念的人很重要呢？Something called the law of diffusion of innovation. And if you dont know the law, you definitely know the terminology. 有一条叫“创新扩散”的定律。如果你们不知道这个定律，你们肯定也听到过这个说法。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 laggers. 首先，我们人口中有2.5%是创新者。然后有13.5%属于早期采纳者。然后34%是早期追随者，晚期追随者，最后是滞后者。The only reason these people buy touchtone phones is because they cant buy rotary phones anymore. 这部分人购买触屏手机的唯一原因是，他们再也买不到翻盖按键手机了。We all sit at various places at various times on the scale. But 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 till you achieve this tipping point between 15% and 18% of market penetration. And then the system tips. 虽然在不同的时间下，我们处于这张图表的不同位置上，但是创新扩散定律告诉我们，如果你想要成功打入大众市场，或者让大众市场接受某个创意，你必须要获得15%到18%的这一尖端部分消费者的认同。然后才能向其他消费者推广。And I love asking businesses whats your new convergence on new business. Theyd love to tell you, oh, its about 10%, proudly. You can chip over 10% of the customers. We all have 10% who just get it. Thats how we describe them. Right thats like gut feeling. Oh they just get it. 我喜欢问一些公司，“你们的新业务最近怎么样啊？”他们就喜欢很自豪地告诉你，“哦，大概10%的市场占有率吧”。你可能在抓住10%的客户后就停滞不前了。总有10%的人愿意主动尝试的。这就像我们所说的，他们是出于内心感觉。“哦，他们反正就是愿意。”The problem is how you find those who just get it before you are doing business with them versus the ones who dont get it. 问题在于，你如何发现，哪些人是你与他们做生意前就愿意的，哪些人则是永远都不愿意的？So its here this little gap that you have to close, that Jeffery Moore calls crossing the chasm. 这样一来，这里就出现了一个差距，你必须填补这个差距，杰弗里穆尔将其称为“跨越鸿沟”。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 are comfortable making these gut decisions. They are comfortable making those intuitive decisions that are driven by what they believe about the word and not just what products are available. 因为，早期追随者尝试某件东西的前提是，之前已经有人尝试过了。而这些人，革新者和早期接受者，他们很乐意做出大胆决定。他们更乐意凭直觉作出决定，由自己的信念和世界观去决定，而不只是根据产品本身。These are the people who stood in line for six hours to buy an iPhone when it first came out, when you could have just walked into the store the next week and bought one from the shelf. 正是这样的人愿意在iPhone刚推出时，就排队等上六小时去购买，而其实只要一星期后，商店里就有现货。These are the people who spent 40,000 dollars on flat screen TVs when they first came out even though the technology was sub-standard. 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. 正是这样的人愿意在平板电视一问世，就花四万美元买上一台，尽管当时技术还不够成熟。顺便说句，他们之所以这么做，并不是因为技术有多好。而是因为他们自己的原因。因为他们想成为最先使用平板电视的人。 People dont 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 to prove what they believe. The reason that the person who bought the iPhone in the first six hours, standing in line for six hours, was because of what they believe about the word and how they want everybody to see them. They were first. People dont buy what you do, they buy why you do it.人们买的不是你做的产品,而是你做这些产品的信念。你所做的，不过是证明你的信念。事实上，人们会做那些证明他们信念的事。那些在iPhone刚出来的六个小时，去花上六个小时排队的人，是出于自己的世界观，出于别人如何去看他们。他们是第一批体验者。他们购买不是因为你的产品，而是因为你的信念。So let me give you a famous example, a famous failure and a famous success of the law