TED西蒙斯涅克伟大的领袖如何激励行动中英文演讲稿Word格式.docx
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andtheWrightbrothersbeatthemtoit。
There'
ssomethingelseatplayhere。
1:
17Aboutthreeandahalfyearsago，Imadeadiscovery.
AndthisdiscoveryprofoundlychangedmyviewonhowIthoughttheworldworked，
anditevenprofoundlychangedthewayinwhichIoperateinit。
Asitturnsout,there’sapattern。
Asitturnsout,allthegreatinspiringleadersandorganizationsintheworld，
whetherit’sAppleorMartinLutherKingortheWrightbrothers，
theyallthink，actandcommunicatetheexactsameway。
Andit'
sthecompleteoppositetoeveryoneelse.
AllIdidwascodifyit,
andit’sprobablytheworld’ssimplestidea.
Icallitthegoldencircle。
2:
07Why?
How?
What？
Thislittleideaexplains
whysomeorganizationsandsomeleadersareabletoinspirewhereothersaren’t。
Letmedefinethetermsreallyquickly.
Everysingleperson,everysingleorganizationontheplanet
knowswhattheydo，100percent。
Someknowhowtheydoit，
whetheryoucallityourdifferentiatedvalueproposition
oryourproprietaryprocessoryourUSP。
Butvery,veryfewpeopleororganizationsknowwhytheydowhattheydo.
Andby"
why”Idon'
tmean”tomakeaprofit."
That'
saresult.It'
salwaysaresult。
By"
why，"
Imean:
What’syourpurpose？
What’syourcause?
What'
syourbelief？
Whydoesyourorganizationexist？
Whydoyougetoutofbedinthemorning?
Andwhyshouldanyonecare？
Asaresult,thewaywethink，weact,
thewaywecommunicateisfromtheoutsidein,it’sobvious.
Wegofromtheclearestthingtothefuzziestthing。
Buttheinspiredleadersandtheinspiredorganizations——
regardlessoftheirsize，regardlessoftheirindustry——
allthink，actandcommunicatefromtheinsideout.
3：
13Letmegiveyouanexample。
IuseApplebecausethey'
reeasytounderstandandeverybodygetsit.
IfApplewerelikeeveryoneelse,
amarketingmessagefromthemmightsoundlikethis:
"
Wemakegreatcomputers。
They'
rebeautifullydesigned,simpletouseanduserfriendly.
Wanttobuyone？
”
”Meh.”That'
showmostofuscommunicate.
That’showmostmarketingandsalesaredone，
that’showwecommunicateinterpersonally.
Wesaywhatwedo，
wesayhowwe'
redifferentorbetter
andweexpectsomesortofabehavior,
apurchase,avote,somethinglikethat。
Here’sournewlawfirm:
Wehavethebestlawyerswiththebiggestclients,
wealwaysperformforourclients.
Here'
sournewcar:
Itgetsgreatgasmileage,ithasleatherseats.
Buyourcar。
Butit'
suninspiring.
4:
00Here’showAppleactuallycommunicates.
”Everythingwedo，webelieveinchallengingthestatusquo。
Webelieveinthinkingdifferently。
Thewaywechallengethestatusquo
isbymakingourproductsbeautifullydesigned,
simpletouseanduserfriendly.
Wejusthappentomakegreatcomputers。
Wanttobuyone?
Totallydifferent,right?
You’rereadytobuyacomputerfromme。
Ijustreversedtheorderoftheinformation.
Whatitprovestousisthatpeopledon’tbuywhatyoudo；
peoplebuywhyyoudoit。
4：
35Thisexplainswhyeverysinglepersoninthisroom
isperfectlycomfortablebuyingacomputerfromApple.
Butwe'
realsoperfectlycomfortable
buyinganMP3playerfromApple,oraphonefromApple，oraDVRfromApple。
AsIsaidbefore,Apple’sjustacomputercompany.
Nothingdistinguishesthemstructurallyfromanyoftheircompetitors.
Theircompetitorsareequallyqualifiedtomakealloftheseproducts.
Infact，theytried。
Afewyearsago，Gatewaycameoutwithflat-screenTVs。
reeminentlyqualifiedtomakeflat-screenTVs.
vebeenmakingflat-screenmonitorsforyears。
Nobodyboughtone.
DellcameoutwithMP3playersandPDAs，
andtheymakegreatqualityproducts,andtheycanmakeperfectlywell-designedproducts-—
andnobodyboughtone。
Infact,talkingaboutitnow,wecan’tevenimagine
buyinganMP3playerfromDell。
Whywouldyoubuyonefromacomputercompany?
Butwedoiteveryday。
Peopledon'
tbuywhatyoudo;
theybuywhyyoudoit。
Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave。
Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve。
5：
47Here’sthebestpart：
NoneofwhatI’mtellingyouismyopinion.
It’sallgroundedinthetenetsofbiology。
Notpsychology,biology.
Ifyoulookatacross—sectionofthehumanbrain,
fromthetopdown,thehumanbrainisactuallybroken
intothreemajorcomponents
thatcorrelateperfectlywiththegoldencircle。
Ournewestbrain,ourHomosapienbrain，
ourneocortex，
correspondswiththe"
what"
level。
Theneocortexisresponsible
forallofourrationalandanalyticalthoughtandlanguage.
Themiddletwosectionsmakeupourlimbicbrains，
andourlimbicbrainsareresponsibleforallofourfeelings,
liketrustandloyalty。
It'
salsoresponsibleforallhumanbehavior,
alldecision-making,
andithasnocapacityforlanguage。
6:
35Inotherwords,whenwecommunicatefromtheoutsidein，
yes，peoplecanunderstandvastamountsofcomplicatedinformation
likefeaturesandbenefitsandfactsandfigures。
Itjustdoesn’tdrivebehavior.
Whenwecancommunicatefromtheinsideout，
we'
retalkingdirectlytothepartofthebrainthatcontrolsbehavior,
andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom.
Sometimesyoucangivesomebodyallthefactsandfigures,andtheysay，"
Iknowwhatallthefactsanddetailssay，
butitjustdoesn'
tfeelright。
Whywouldweusethatverb,itdoesn'
t"
feel”right？
Becausethepartofthebrainthatcontrolsdecision-making
doesn'
tcontrollanguage。
Thebestwecanmusterupis,
”Idon’tknow.Itjustdoesn'
Orsometimesyousayyou’releadingwithyourheartorsoul.
Ihatetobreakittoyou,thosearen'
totherbodypartscontrollingyourbehavior.
sallhappeninghereinyourlimbicbrain,
thepartofthebrainthatcontrolsdecision—makingandnotlanguage.
7：
29Butifyoudon'
tknowwhyyoudowhatyoudo,
andpeoplerespondtowhyyoudowhatyoudo，
thenhowwillyouevergetpeople
tovoteforyou,orbuysomethingfromyou，
or,moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo.
Thegoalisnotjusttoselltopeoplewhoneedwhatyouhave；
thegoalistoselltopeoplewhobelievewhatyoubelieve。
Thegoalisnotjusttohirepeoplewhoneedajob；
it’stohirepeoplewhobelievewhatyoubelieve。
Ialwayssaythat,youknow,
ifyouhirepeoplejustbecausetheycandoajob，they’llworkforyourmoney，
butiftheybelievewhatyoubelieve，they’llworkforyouwithbloodandsweatandtears。
NowhereelseisthereabetterexamplethanwiththeWrightbrothers.
8:
14Mostpeopledon'
tknowaboutSamuelPierpontLangley.
Andbackintheearly20thcentury，
thepursuitofpoweredmanflightwaslikethedotcomoftheday.
Everybodywastryingit。
AndSamuelPierpontLangleyhad,whatweassume，
tobetherecipeforsuccess.
Evennow,youaskpeople,
Whydidyourproductorwhydidyourcompanyfail?
andpeoplealwaysgiveyouthesamepermutation
ofthesamethreethings：
under-capitalized，thewrongpeople，badmarketconditions。
salwaysthesamethreethings,solet'
sexplorethat.
SamuelPierpontLangley
wasgiven50，000dollarsbytheWarDepartmenttofigureoutthisflyingmachine.
Moneywasnoproblem.
HeheldaseatatHarvard
andworkedattheSmithsonianandwasextremelywell—connected；
heknewallthebigmindsoftheday.
Hehiredthebestmindsmoneycouldfind
andthemarketconditionswerefantastic.
TheNewYorkTimesfollowedhimaroundeverywhere，
andeveryonewasrootingforLangley.
Thenhowcomewe'
veneverheardofSamuelPierpontLangley?
9:
15AfewhundredmilesawayinDaytonOhio，
OrvilleandWilburWright，
theyhadnoneofwhatweconsidertobetherecipeforsuccess.
Theyhadnomoney；
theypaidfortheirdreamwiththeproceedsfromtheirbicycleshop；
notasinglepersonontheWrightbrothers'
team
hadacollegeeducation，
notevenOrvilleorWilbur;
andTheNewYorkTimesfollowedthemaroundnowhere.
38Thedifferencewas，
OrvilleandWilburweredrivenbyacause，byapurpose，byabelief。
Theybelievedthatiftheycouldfigureoutthisflyingmachine，
it’llchangethecourseoftheworld.
SamuelPierpontLangleywasdifferent.
Hewantedtoberich,andhewantedtobefamous。
Hewasinpursuitoftheresult.
Hewasinpursuitoftheriches.
Andloandbehold,lookwhathappened.
ThepeoplewhobelievedintheWrightbrothers'
dream
workedwiththemwithbloodandsweatandtears.
Theothersjustworkedforthepaycheck.
TheytellstoriesofhoweverytimetheWrightbrotherswentout，
theywouldhavetotakefivesetsofparts,
becausethat’showmanytimestheywouldcrashbeforesupper。
10：
19And,eventually,onDecember17th，1903,
theWrightbrotherstookflight,
andnoonewastheretoevenexperienceit.
Wefoundoutaboutitafewdayslater.
AndfurtherproofthatLangle
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