ABOUT THE SPEAKER
Simon Sinek - Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last."

Why you should listen

Fascinated by the leaders who make impact in the world, companies and politicians with the capacity to inspire, Simon Sinek has discovered some remarkable patterns in how they think, act and communicate. He wrote Start With Why: How Great Leaders Inspire Everyone to Take Action to explore his idea of the Golden Circle, what he calls "a naturally occurring pattern, grounded in the biology of human decision making, that explains why we are inspired by some people, leaders, messages and organizations over others." His newest work explores "circles of safety," exploring how to enhance feelings of trust and confidence in making bold decisions. It's the subject of his latest book, Leaders Eat Last.

An ethnographer by training, Sinek is an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

More profile about the speaker
Simon Sinek | Speaker | TED.com
TED2014

Simon Sinek: Why good leaders make you feel safe

賽門.西奈克: 為什麼優秀的領導者讓你感到安全

Filmed:
12,536,564 views

怎麼樣才算是一位優秀的領導者?管理學家賽門.西奈克認為,優秀的領導者會讓他們的員工感到安全,並將員工拉入信賴圈中。但是建立信任和安全意味著要承擔很大的責任,在不平等的經濟結構中更是如此。
- Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last." Full bio

Double-click the English transcript below to play the video.

00:13
There's a man by the name名稱 of Captain隊長
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有位美軍上尉名叫
00:15
William威廉 Swenson斯文森
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威廉.斯文森,
00:17
who recently最近 was awarded頒發 the
congressional國會 Medal勳章 of Honor榮譽
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最近獲頒國會榮譽勳章
00:20
for his actions行動 on September九月 8, 2009.
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以表揚他在
2009 年 9 月 8 日的行為。
00:25
On that day, a column of American美國
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那天,
一個美軍縱隊和阿富汗軍隊
00:28
and Afghan阿富汗 troops軍隊
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路經阿富汗某地方,
00:29
were making製造 their way
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00:30
through通過 a part部分 of Afghanistan阿富汗
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00:33
to help protect保護
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以協助保護
一組阿富汗政府官員,
00:37
a group of government政府 officials官員,
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00:38
a group of Afghan阿富汗 government政府 officials官員,
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官員們將拜訪當地村裡的耆老。
00:40
who would be meeting會議 with some local本地
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00:42
village elders長老.
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00:43
The column came來了 under ambush伏擊,
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縱隊遭遇到伏擊,
00:46
and was surrounded包圍 on three sides雙方,
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被敵軍三面包圍,
00:48
and amongst其中包括 many許多 other things,
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除此之外,
00:51
Captain隊長 Swenson斯文森 was recognized認可
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斯文森上尉被目睹
00:53
for running賽跑 into live生活 fire
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在槍林彈雨中
00:55
to rescue拯救 the wounded負傷
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搶救傷員,
00:56
and pull out the dead.
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並將死者從戰場撤出。
01:00
One of the people he rescued獲救 was a sergeant軍士,
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其中一位被救的士兵是位中士,
01:03
and he and a comrade同志 were making製造 their way
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他和他的戰友都被送到
01:05
to a medevac救傷 helicopter直升機.
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傷兵撤離用直升機。
01:08
And what was remarkable卓越 about this day
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這天特別的地方是,
01:10
is, by sheer絕對 coincidence巧合,
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很巧地
01:12
one of the medevac救傷 medics醫務人員
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其中一位醫護兵
01:14
happened發生 to have a GoProGoPro的 camera相機 on his helmet頭盔
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裝了個 GoPro 攝影機在頭盔上,
01:16
and captured捕獲 the whole整個 scene現場 on camera相機.
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並拍攝到整個現場。
01:21
It shows節目 Captain隊長 Swenson斯文森 and his comrade同志
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顯示上尉斯文森和他的戰友
把這位頸部受到槍傷的
士兵帶回來。
01:24
bringing使 this wounded負傷 soldier士兵
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01:25
who had received收到 a gunshot槍擊 to the neck頸部.
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01:30
They put him in the helicopter直升機,
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他們把他送上直升機,
01:33
and then you see Captain隊長 Swenson斯文森 bend彎曲 over
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然後上尉斯文森俯身,
01:38
and give him a kiss
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給他一個吻,
01:40
before he turns around to rescue拯救 more.
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之後轉身再拯救更多的傷兵。
01:45
I saw this, and I thought to myself,
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看到這幕,我思索到,
01:48
where do people like that come from?
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像這樣的人從哪裡來的?
01:51
What is that? That is some deep, deep emotion情感,
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那是什麼?
那是種很深很深的情感,
01:54
when you would want to do that.
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你才會那樣做。
01:55
There's a love there,
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有種愛在其中。
01:57
and I wanted to know why is it that
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我想知道為什麼
01:59
I don't have people that I work with like that?
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跟我一起工作的,沒有那樣的人?
02:02
You know, in the military軍事, they give medals獎牌
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大家知道,在軍中他們頒發勳章
02:04
to people who are willing願意 to sacrifice犧牲 themselves他們自己
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給那些願意犧牲自我
02:06
so that others其他 may可能 gain獲得.
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而使其他人可以受益的人;
02:08
In business商業, we give bonuses獎金 to people
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在商界,我們把獎金
02:10
who are willing願意 to sacrifice犧牲 others其他
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頒給那些願意犧牲他人
02:12
so that we may可能 gain獲得.
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而使我們受益的員工。
02:13
We have it backwards向後. Right?
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亂套了,是吧?
02:17
So I asked myself, where do
people like this come from?
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於是我問自己,
像這樣的人從哪裡來?
02:19
And my initial初始 conclusion結論 was
that they're just better people.
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我的初步結論是
他們本來就是更好的人。
02:22
That's why they're attracted吸引 to the military軍事.
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這讓他們對軍隊感興趣。
02:23
These better people are attracted吸引
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這些較好的人
02:25
to this concept概念 of service服務.
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被奉獻的概念吸引。
02:28
But that's completely全然 wrong錯誤.
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但那徹底錯了。
02:29
What I learned學到了 was that it's the environment環境,
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我的後來發現這跟環境有關,
02:32
and if you get the environment環境 right,
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如果你營造正確的環境,
02:34
every一切 single one of us has the capacity容量
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我們每個人都有能力
02:35
to do these remarkable卓越 things,
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做到這些意義重大的事情,
02:37
and more importantly重要的, others其他 have that capacity容量 too.
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而更重要的是,
其他人也有這個能力。
02:40
I've had the great honor榮譽 of getting得到 to meet遇到
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我非常榮幸能會見
02:42
some of these, who we would call heroes英雄,
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其中一些我們稱之為英雄的人。
02:45
who have put themselves他們自己 and put their lives生活
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他們曾經把自身生命
02:47
at risk風險 to save保存 others其他,
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置於危險中以拯救他人。
02:49
and I asked them, "Why would you do it?
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我問他們:「你為什麼會這樣做?
02:51
Why did you do it?"
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你為什麼這樣做?」
02:53
And they all say the same相同 thing:
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他們都說同樣的話:
02:56
"Because they would have doneDONE it for me."
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「因為其他人也會為我這麼做。」
02:58
It's this deep sense of trust相信 and cooperation合作.
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這是深深的信任和合作。
03:01
So trust相信 and cooperation合作 are really important重要 here.
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因此信任和合作非常重要,
03:04
The problem問題 with concepts概念 of trust相信 and cooperation合作
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關於信任和合作的問題是:
03:07
is that they are feelings情懷, they are not instructions說明.
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它們是情感,不是命令。
03:09
I can't simply只是 say to you, "Trust相信 me," and you will.
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我無法簡單地對你說「相信我」,
然後你就相信。
03:12
I can't simply只是 instruct指導 two people
to cooperate合作, and they will.
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我不能簡單地指示兩人合作,
然後他們就合作,
03:16
It's not how it works作品. It's a feeling感覺.
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並不是這樣的,這是一種感覺。
03:18
So where does that feeling感覺 come from?
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那麼,這種感覺從哪裡來的?
03:21
If you go back 50,000 years年份
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如果你回到五萬年前的
03:23
to the Paleolithic舊石器時代的 era時代,
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舊石器時代,
03:24
to the early days of Homo智人 sapiens智人,
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到人類文明的初期,
03:26
what we find is that the world世界
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我們發現這世界
03:28
was filled填充 with danger危險,
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充滿了危險,
03:30
all of these forces軍隊 working加工 very, very hard to kill us.
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所有的這些力量
致力於殺死我們。
03:34
Nothing personal個人.
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對什麼東西都一樣。
03:36
Whether是否 it was the weather天氣,
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無論是天氣、
03:38
lack缺乏 of resources資源,
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缺乏資源、
03:40
maybe a saber-toothed劍齒 tiger,
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或者是一隻劍齒虎,
03:41
all of these things working加工
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所有這些事情
03:43
to reduce減少 our lifespan壽命.
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都在削減我們的壽命。
03:45
And so we evolved進化 into social社會 animals動物,
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因此,我們演化成群居動物,
03:47
where we lived生活 together一起 and worked工作 together一起
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我們住在一起,一起工作,
03:49
in what I call a circle of safety安全, inside the tribe部落,
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在我稱之為安全範圍的部落裡面,
03:53
where we felt like we belonged屬於.
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那我們視為歸宿的地方。
03:55
And when we felt safe安全 amongst其中包括 our own擁有,
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當我們在群體中感到安全,
03:57
the natural自然 reaction反應 was trust相信 and cooperation合作.
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自然反應就是信任和合作。
04:01
There are inherent固有 benefits好處 to this.
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連帶好處是,
04:02
It means手段 I can fall秋季 asleep睡著 at night
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這意味我可以在晚上睡覺,
04:03
and trust相信 that someone有人 from within
my tribe部落 will watch for danger危險.
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並且信任部落裡的
其他人會防範危險。
04:07
If we don't trust相信 each other, if I don't trust相信 you,
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如果我們不信任彼此,
如果我不信任你,
04:10
that means手段 you won't慣於 watch for danger危險.
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也就是你不會擔任警戒。
04:11
Bad system系統 of survival生存.
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這將是糟糕的生存機制。
04:13
The modern現代 day is exactly究竟 the same相同 thing.
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現代的情況完全一樣,
04:15
The world世界 is filled填充 with danger危險,
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這個世界充滿危險,
04:17
things that are trying to frustrate阻撓 our lives生活
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使我們感到挫敗、
04:19
or reduce減少 our success成功,
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阻撓我們成功、
04:20
reduce減少 our opportunity機會 for success成功.
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降低我們成功的機會。
04:22
It could be the upsUPS and downs起伏 in the economy經濟,
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或許是跌宕起伏的經濟、
04:24
the uncertainty不確定 of the stock股票 market市場.
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股市的不確定性;
04:26
It could be a new technology技術 that renders呈現
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或許是種新技術,
04:28
your business商業 model模型 obsolete過時的 overnight過夜.
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使你的商業模式瞬間被淘汰;
或許是不時試著毀掉你的
競爭對手,
04:30
Or it could be your competition競爭
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04:32
that is sometimes有時 trying to kill you.
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04:34
It's sometimes有時 trying to put you out of business商業,
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可能沒讓你倒閉,
04:36
but at the very minimum最低限度
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但是他們至少
04:37
is working加工 hard to frustrate阻撓 your growth發展
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也會奮力阻撓你的成長,
04:40
and steal your business商業 from you.
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搶走你的業務。
04:42
We have no control控制 over these forces軍隊.
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我們無法控制這些力量。
04:44
These are a constant不變,
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這東西不會變,
04:45
and they're not going away.
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也不會消失。
04:47
The only variable變量 are the conditions條件
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唯一的變數
04:49
inside the organization組織,
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是組織的內部情況,
04:52
and that's where leadership領導 matters事項,
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這才是領導才能彰顯之處,
04:54
because it's the leader領導 that sets the tone.
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因為領導者決定風氣。
04:57
When a leader領導 makes品牌 the choice選擇
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當一個領導者作出選擇,
04:59
to put the safety安全 and lives生活
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把組織裡面的人
05:01
of the people inside the organization組織 first,
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的安全和性命放在第一位,
05:03
to sacrifice犧牲 their comforts舒適 and sacrifice犧牲
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犧牲自己的安逸
05:06
the tangible有形 results結果, so that the people remain
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以及一些有形的結果,
以使大家感到安全和歸屬感,
05:09
and feel safe安全 and feel like they belong屬於,
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05:11
remarkable卓越 things happen發生.
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就會發生很棒的事情。
05:14
I was flying飛行 on a trip,
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我搭飛機的時候,
05:17
and I was witness見證 to an incident事件
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親眼目睹這麼一件事:
一名乘客在被叫到號碼前
就企圖登上飛機,
05:19
where a passenger乘客 attempted嘗試 to board
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05:21
before their number was called,
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05:24
and I watched看著 the gate agent代理人
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我看著登機門的地勤人員,
05:27
treat對待 this man like he had broken破碎 the law,
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待這男人像是他犯了法,
05:29
like a criminal刑事.
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像罪犯一樣。
05:31
He was yelled大叫 at for attempting嘗試 to board
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他被衝著叫喊,
05:33
one group too soon不久.
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就因為他太快登機。
05:35
So I said something.
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於是我說了些話。
05:36
I said, "Why do you have treat對待 us like cattle黃牛?
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我說:「為什麼你
非得把我們當作牲畜?
05:39
Why can't you treat對待 us like human人的 beings眾生?"
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為什麼不能把我們當人看?」
05:42
And this is exactly究竟 what she said to me.
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而她確切是這麼回答,
05:44
She said, "Sir先生, if I don't follow跟隨 the rules規則,
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她說:「先生,
如果我不遵守規定,
05:47
I could get in trouble麻煩 or lose失去 my job工作."
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我可能會惹上麻煩或失去工作。」
05:50
All she was telling告訴 me
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她再再告訴我的是
05:52
is that she doesn't feel safe安全.
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她缺乏安全感。
05:53
All she was telling告訴 me is that
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她再再告訴我的是
05:56
she doesn't trust相信 her leaders領導者.
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她並不信任她的領導者。
05:59
The reason原因 we like flying飛行 Southwest西南 Airlines航空公司
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我們喜歡搭西南航空的原因,
06:02
is not because they necessarily一定 hire聘請 better people.
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並不是因為他們
必然聘請更好的員工,
06:04
It's because they don't fear恐懼 their leaders領導者.
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而是因為他們
不會害怕他們的領導者。
06:07
You see, if the conditions條件 are wrong錯誤,
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你要知道,如果狀況不對,
06:09
we are forced被迫 to expend花費 our own擁有 time and energy能源
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我們就被迫耗費時間和精力
06:11
to protect保護 ourselves我們自己 from each other,
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去保護自己不受彼此傷害!
06:14
and that inherently本質 weakens削弱 the organization組織.
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這從根本上使組織弱化。
06:17
When we feel safe安全 inside the organization組織,
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當我們在組織裡感到安全,
06:19
we will naturally自然 combine結合 our talents人才
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自然就會把才能和實力結合,
06:21
and our strengths優勢 and work tirelessly孜孜不倦地
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不屈不撓地
06:23
to face面對 the dangers危險 outside
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面對外界危險,
06:25
and seize搶占 the opportunities機會.
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並把握各式各樣的機遇。
06:28
The closest最近的 analogy比喻 I can give
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最貼切的比喻是,
06:30
to what a great leader領導 is, is like being存在 a parent.
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優秀的領導者要像為人雙親。
06:33
If you think about what being存在 a great parent is,
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如果你想一下
一個優秀的雙親是什麼樣的,
06:34
what do you want? What makes品牌 a great parent?
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你想要什麼?怎樣才能
成為優秀的雙親?
06:36
We want to give our child兒童 opportunities機會,
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我們希望給孩子們
各種機會、教育,
06:38
education教育, discipline學科 them when necessary必要,
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必要時管教他們,
06:40
all so that they can grow增長 up and achieve實現 more
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使他們成長
並實現比我們更多的成就。
06:42
than we could for ourselves我們自己.
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06:45
Great leaders領導者 want exactly究竟 the same相同 thing.
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偉大領袖的想法完全一致。
06:47
They want to provide提供 their people opportunity機會,
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他們要給追隨者提供機會、
06:48
education教育, discipline學科 when necessary必要,
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教育,必要時管教他們,
06:50
build建立 their self-confidence自信心, give
them the opportunity機會 to try and fail失敗,
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建立他們的自信心,
給他們嘗試和失敗的機會,
06:53
all so that they could achieve實現 more
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使他們能夠做得更多,
06:55
than we could ever imagine想像 for ourselves我們自己.
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以至於超出我們想像。
06:59
Charlie查理 Kim, who's誰是 the CEOCEO of
a company公司 called Next下一個 Jump
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查理.金是 Next Jump 的執行長,
07:02
in New York紐約 City, a tech高科技 company公司,
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這家科技公司位於紐約市。
07:05
he makes品牌 the point that
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他提出一個論點:
07:07
if you had hard times in your family家庭,
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如果你家庭遭遇困難,
07:09
would you ever consider考慮 laying鋪設
off one of your children孩子?
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你會考慮裁掉一個孩子嗎?
07:12
We would never do it.
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我們絕不會這麼做。
07:13
Then why do we consider考慮 laying鋪設 off people
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那我們為什麼考慮裁掉
07:15
inside our organization組織?
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公司的員工呢?
07:17
Charlie查理 implemented實施 a policy政策
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查理實施了一項
07:20
of lifetime一生 employment僱用.
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終身僱用的政策,
07:22
If you get a job工作 at Next下一個 Jump,
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如果 Next Jump 聘了你,
07:23
you cannot不能 get fired解僱 for performance性能 issues問題.
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你就不會因為績效問題
而遭到解僱,
07:27
In fact事實, if you have issues問題,
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事實上,當你遇到問題時,
07:29
they will coach教練 you and they will give you support支持,
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他們會指導你、提供支持,
如我們待自己孩子,
07:32
just like we would with one of our children孩子
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07:33
who happens發生 to come home with a C from school學校.
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即使他成績不理想。
07:36
It's the complete完成 opposite對面.
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這完全相反。
07:37
This is the reason原因 so many許多 people
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這就是為何這麼多人
07:39
have such這樣 a visceral內臟 hatred, anger憤怒,
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深惡痛絕
07:43
at some of these banking銀行業 CEOs老總
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那些銀行執行長,
07:45
with their disproportionate不成比例
salaries工資 and bonus獎金 structures結構.
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及其不相稱的薪資與獎金結構。
07:47
It's not the numbers數字.
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這和表面數字無關。
07:49
It's that they have violated違反 the
very definition定義 of leadership領導.
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這是因為他們違背了
領導的根本定義,
07:52
They have violated違反 this deep-seated根深蒂固 social社會 contract合同.
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這是因為他們已違反了
這份深植的社會契約。
07:55
We know that they allowed允許 their people
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我們知道,他們容許
員工權益被犧牲,
07:57
to be sacrificed犧牲 so they could
protect保護 their own擁有 interests利益,
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以保護自身利益,
07:59
or worse更差, they sacrificed犧牲 their people
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或更糟的是,
他們犧牲員工權益,
08:02
to protect保護 their own擁有 interests利益.
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以保護自身利益。
08:04
This is what so offends冒犯 us, not the numbers數字.
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我們因此憤怒,
而不是數字。
如果我們給甘地 1.5 億
獎金,會犯眾怒嗎?
08:07
Would anybody任何人 be offended生氣 if we gave
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08:08
a $150 million百萬 bonus獎金 to Gandhi甘地?
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08:11
How about a $250 million百萬 bonus獎金 to Mother母親 Teresa鄧麗君?
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給德蕾莎修女 2.5 億獎金?
08:14
Do we have an issue問題 with that? None沒有 at all.
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對此我們有爭議嗎?
完全沒有。
08:17
None沒有 at all.
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完全沒有。
08:18
Great leaders領導者 would never sacrifice犧牲
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偉大的領袖絕不會犧牲大家
08:20
the people to save保存 the numbers數字.
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以獲得利益。
08:22
They would sooner sacrifice犧牲 the numbers數字
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他們會先犧牲利益,
08:23
to save保存 the people.
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以挽救大家。
08:26
Bob短發 Chapman查普曼, who runs運行
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鮑勃.查普曼經營一間
08:28
a large manufacturing製造業 company公司 in the Midwest中西部
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位於中西部的大型製造公司
08:31
called Barry-Wehmiller巴里Wehmiller公司,
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叫 Barry-Wehmiller,
08:33
in 2008 was hit擊中 very hard by the recession不景氣,
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在 2008 年受經濟衰退衝擊,
08:38
and they lost丟失 30 percent百分 of their orders命令 overnight過夜.
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他們突然失去了 30% 的訂單。
08:42
Now in a large manufacturing製造業 company公司,
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對一個大製造商來說,
08:43
this is a big deal合同,
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這是件大事,
08:45
and they could no longer afford給予 their labor勞動 pool.
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他們無法再負擔
這樣的人力成本,
08:48
They needed需要 to save保存 10 million百萬 dollars美元,
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他們需要省下一千萬美金,
08:50
so, like so many許多 companies公司 today今天,
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就像如今許多公司一樣,
08:52
the board got together一起 and discussed討論 layoffs裁員.
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董事會聚集在一起
召開會議商討裁員,
08:55
And Bob短發 refused拒絕.
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然而鮑勃拒絕裁員。
08:57
You see, Bob短發 doesn't believe in head counts計數.
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鮑勃並不相信「人頭」,
09:01
Bob短發 believes相信 in heart counts計數,
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鮑勃在意的是「人心」,
而「人心」不是那種
可以隨意縮減的東西。
09:04
and it's much more difficult to simply只是 reduce減少
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09:07
the heart count計數.
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09:09
And so they came來了 up with a furlough放假 program程序.
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於是他們想出一個休假計劃,
09:12
Every一切 employee僱員, from secretary秘書 to CEOCEO,
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由秘書到執行長,
09:14
was required需要 to take four weeks of unpaid未付 vacation假期.
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每位員工都必須休四星期無薪假,
09:17
They could take it any time they wanted,
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他們可以在任何時間休假,
09:19
and they did not have to take it consecutively連續.
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也無須連續休假。
但重要的是,
鮑勃如何宣布此計劃。
09:22
But it was how Bob短發 announced公佈 the program程序
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09:23
that mattered要緊 so much.
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09:25
He said, it's better that we should all suffer遭受 a little
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他說,我們所有人都受一點苦,
09:28
than any of us should have to suffer遭受 a lot,
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會比由任何一個人
承受所有苦來得好。
09:31
and morale情緒 went up.
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員工士氣不降反升。
09:34
They saved保存 20 million百萬 dollars美元,
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他們節省了二千萬美金,
09:37
and most importantly重要的, as would be expected預期,
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而最重要的是,正如預期,
09:39
when the people feel safe安全 and protected保護
by the leadership領導 in the organization組織,
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當大家感到安全,
感受到領導者的保護,
09:42
the natural自然 reaction反應 is to trust相信 and cooperate合作.
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自然反應就是信任和合作,
09:45
And quite相當 spontaneously自發, nobody沒有人 expected預期,
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這是自發的,沒有人預料到,
09:48
people started開始 trading貿易 with each other.
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大家開始互相交換,
09:50
Those who could afford給予 it more
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能夠承擔起較多的
09:51
would trade貿易 with those who could afford給予 it less.
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就跟能承擔起較少的交換。
09:53
People would take five weeks
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有人放假五星期,
09:55
so that somebody else其他 only had to take three.
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有人就可以放假三星期。
09:59
Leadership領導 is a choice選擇. It is not a rank.
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領導是一項選擇,和職位無關。
我認識很多組織裡的高層,
10:02
I know many許多 people at the seniormostseniormost
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10:03
levels水平 of organizations組織
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10:05
who are absolutely絕對 not leaders領導者.
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他們絕對不是一位領袖。
10:06
They are authorities當局, and we do what they say
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他們是當權者,
我們聽他們的,
10:09
because they have authority權威 over us,
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因為他們的職權高於我們,
10:12
but we would not follow跟隨 them.
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但我們不會追隨他們。
10:14
And I know many許多 people
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我認識很多位於
10:16
who are at the bottoms底部 of organizations組織
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組織基層的人們,
10:17
who have no authority權威
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他們無權無勢,
10:18
and they are absolutely絕對 leaders領導者,
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但絕對是一位領袖,
因為他們選擇照顧
10:20
and this is because they have chosen選擇 to look after
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10:22
the person to the left of them,
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10:24
and they have chosen選擇 to look after
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他們身邊所有的人。
10:25
the person to the right of them.
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10:27
This is what a leader領導 is.
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領袖就是這樣子的。
10:31
I heard聽說 a story故事
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我聽過一個故事,
10:35
of some Marines海軍陸戰隊員
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關於海軍陸戰隊的,
10:36
who were out in theater劇院,
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他們在營區裡,
10:39
and as is the Marine海洋 custom習慣,
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根據海軍陸戰隊的傳統,
10:41
the officer ate last,
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軍官最後才吃,
10:44
and he let his men男人 eat first,
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他讓手下先吃飯,
10:47
and when they were doneDONE,
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當士兵用餐後,
10:49
there was no food餐飲 left for him.
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卻沒有剩食物給他。
10:53
And when they went back out in the field領域,
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而當他們又回到戰場,
10:56
his men男人 brought him some of their food餐飲
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手下給他帶來他們的一些食物,
10:59
so that he may可能 eat,
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好讓他可以吃點東西。
11:00
because that's what happens發生.
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事情是這樣的。
11:03
We call them leaders領導者 because they go first.
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我們稱他們為領袖,
因為他們身先士卒;
11:05
We call them leaders領導者 because they take the risk風險
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因為他們甘願冒險,
11:07
before anybody任何人 else其他 does.
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在任何其他人之前;
11:09
We call them leaders領導者 because they will choose選擇
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因為他們犧牲自己,
使追隨者得到安全和保護,
11:11
to sacrifice犧牲 so that their people
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2009
11:13
may可能 be safe安全 and protected保護
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11:14
and so their people may可能 gain獲得,
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使追隨者能夠受益,
11:16
and when we do, the natural自然 response響應
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而當我們這麼做,自然而然
11:19
is that our people will sacrifice犧牲 for us.
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追隨者就會願意為我們犧牲,
11:23
They will give us their blood血液 and sweat and tears眼淚
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他們會為我們揮灑熱血、
汗水和淚水,
11:25
to see that their leader's領導者 vision視力 comes to life,
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為他們的領導者實現願景,
11:29
and when we ask them, "Why would you do that?
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當我們問他們:
「你為什麼要這麼做?
11:32
Why would you give your blood血液 and sweat and tears眼淚
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為什麼為那個人揮灑熱血、
汗水和淚水?」
11:34
for that person?" they all say the same相同 thing:
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他們都訴說著同樣的話語:
11:38
"Because they would have doneDONE it for me."
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「因為他們會為我這麼做。」
11:41
And isn't that the organization組織
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難道這不是我們想要
11:43
we would all like to work in?
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在其中工作的組織嗎?
11:45
Thank you very much.
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謝謝大家。
11:48
Thank you. (Applause掌聲)
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謝謝。 (掌聲)
11:52
Thank you. (Applause掌聲)
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謝謝。 (掌聲)
Translated by William Choi
Reviewed by Kuan-Yi Li

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ABOUT THE SPEAKER
Simon Sinek - Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last."

Why you should listen

Fascinated by the leaders who make impact in the world, companies and politicians with the capacity to inspire, Simon Sinek has discovered some remarkable patterns in how they think, act and communicate. He wrote Start With Why: How Great Leaders Inspire Everyone to Take Action to explore his idea of the Golden Circle, what he calls "a naturally occurring pattern, grounded in the biology of human decision making, that explains why we are inspired by some people, leaders, messages and organizations over others." His newest work explores "circles of safety," exploring how to enhance feelings of trust and confidence in making bold decisions. It's the subject of his latest book, Leaders Eat Last.

An ethnographer by training, Sinek is an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

More profile about the speaker
Simon Sinek | Speaker | TED.com