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
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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。
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." Full bio
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 of Captain
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有位美軍上尉名叫
00:15
William Swenson
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威廉．斯文森，
00:17
who recently was awarded the
congressional Medal of Honor
congressional Medal of Honor
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最近獲頒國會榮譽勳章
00:20
for his actions on September 8, 2009.
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以表揚他在
2009 年 9 月 8 日的行為。
2009 年 9 月 8 日的行為。
00:25
On that day, a column of American
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那天，
一個美軍縱隊和阿富汗軍隊
00:28
and Afghan troops
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路經阿富汗某地方，
00:29
were making their way
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00:30
through a part of Afghanistan
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00:33
to help protect
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以協助保護
一組阿富汗政府官員，
00:37
a group of government officials,
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00:38
a group of Afghan government officials,
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官員們將拜訪當地村裡的耆老。
00:40
who would be meeting with some local
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00:42
village elders.
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00:43
The column came under ambush,
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縱隊遭遇到伏擊，
00:46
and was surrounded on three sides,
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被敵軍三面包圍，
00:48
and amongst many other things,
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除此之外，
00:51
Captain Swenson was recognized
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斯文森上尉被目睹
00:53
for running into live fire
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在槍林彈雨中
00:55
to rescue the wounded
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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 was a sergeant,
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其中一位被救的士兵是位中士，
01:03
and he and a comrade were making their way
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他和他的戰友都被送到
01:05
to a medevac helicopter.
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傷兵撤離用直升機。
01:08
And what was remarkable about this day
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這天特別的地方是，
01:10
is, by sheer coincidence,
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很巧地
01:12
one of the medevac medics
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其中一位醫護兵
01:14
happened to have a GoPro camera on his helmet
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裝了個 GoPro 攝影機在頭盔上，
01:16
and captured the whole scene on camera.
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並拍攝到整個現場。
01:21
It shows Captain Swenson and his comrade
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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。
士兵帶回來。
01:24
bringing this wounded soldier
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01:25
who had received a gunshot to the neck.
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01:30
They put him in the helicopter,
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他們把他送上直升機，
01:33
and then you see Captain Swenson bend 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 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,
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那是什麼？
那是種很深很深的情感，
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, they give medals
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大家知道，在軍中他們頒發勳章
02:04
to people who are willing to sacrifice themselves
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給那些願意犧牲自我
02:06
so that others may gain.
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而使其他人可以受益的人；
02:08
In business, we give bonuses to people
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在商界，我們把獎金
02:10
who are willing to sacrifice others
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頒給那些願意犧牲他人
02:12
so that we may gain.
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而使我們受益的員工。
02:13
We have it backwards. Right?
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亂套了，是吧？
02:17
So I asked myself, where do
people like this come from?
people like this come from?
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於是我問自己，
像這樣的人從哪裡來？
像這樣的人從哪裡來？
02:19
And my initial conclusion was
that they're just better people.
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。
他們本來就是更好的人。
02:22
That's why they're attracted to the military.
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這讓他們對軍隊感興趣。
02:23
These better people are attracted
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這些較好的人
02:25
to this concept of service.
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被奉獻的概念吸引。
02:28
But that's completely wrong.
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但那徹底錯了。
02:29
What I learned was that it's the environment,
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我的後來發現這跟環境有關，
02:32
and if you get the environment right,
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如果你營造正確的環境，
02:34
every single one of us has the capacity
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我們每個人都有能力
02:35
to do these remarkable things,
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做到這些意義重大的事情，
02:37
and more importantly, others have that capacity too.
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而更重要的是，
其他人也有這個能力。
其他人也有這個能力。
02:40
I've had the great honor of getting to meet
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我非常榮幸能會見
02:42
some of these, who we would call heroes,
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其中一些我們稱之為英雄的人。
02:45
who have put themselves and put their lives
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他們曾經把自身生命
02:47
at risk to save others,
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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 thing:
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他們都說同樣的話：
02:56
"Because they would have done 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 and cooperation.
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這是深深的信任和合作。
03:01
So trust and cooperation are really important here.
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因此信任和合作非常重要，
03:04
The problem with concepts of trust and cooperation
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關於信任和合作的問題是：
03:07
is that they are feelings, they are not instructions.
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它們是情感，不是命令。
03:09
I can't simply say to you, "Trust 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。
然後你就相信。
03:12
I can't simply instruct two people
to cooperate, and they will.
to cooperate, 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，
然後他們就合作，
03:16
It's not how it works. It's a feeling.
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並不是這樣的，這是一種感覺。
03:18
So where does that feeling 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
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如果你回到五萬年前的
03:23
to the Paleolithic era,
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舊石器時代，
03:24
to the early days of Homo sapiens,
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到人類文明的初期，
03:26
what we find is that the world
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我們發現這世界
03:28
was filled with danger,
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充滿了危險，
03:30
all of these forces working very, very hard to kill us.
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所有的這些力量
致力於殺死我們。
致力於殺死我們。
03:34
Nothing personal.
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對什麼東西都一樣。
03:36
Whether it was the weather,
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無論是天氣、
03:38
lack of resources,
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缺乏資源、
03:40
maybe a saber-toothed tiger,
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或者是一隻劍齒虎，
03:41
all of these things working
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所有這些事情
03:43
to reduce our lifespan.
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都在削減我們的壽命。
03:45
And so we evolved into social animals,
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因此，我們演化成群居動物，
03:47
where we lived together and worked together
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我們住在一起，一起工作，
03:49
in what I call a circle of safety, inside the tribe,
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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.
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那我們視為歸宿的地方。
03:55
And when we felt safe amongst our own,
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當我們在群體中感到安全，
03:57
the natural reaction was trust and cooperation.
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自然反應就是信任和合作。
04:01
There are inherent benefits to this.
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連帶好處是，
04:02
It means I can fall asleep at night
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這意味我可以在晚上睡覺，
04:03
and trust that someone from within
my tribe will watch for danger.
my tribe will watch for danger.
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並且信任部落裡的
其他人會防範危險。
其他人會防範危險。
04:07
If we don't trust each other, if I don't trust you,
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如果我們不信任彼此，
如果我不信任你，
如果我不信任你，
04:10
that means you won't watch for danger.
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也就是你不會擔任警戒。
04:11
Bad system of survival.
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這將是糟糕的生存機制。
04:13
The modern day is exactly the same thing.
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現代的情況完全一樣，
04:15
The world is filled with danger,
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這個世界充滿危險，
04:17
things that are trying to frustrate our lives
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使我們感到挫敗、
04:19
or reduce our success,
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阻撓我們成功、
04:20
reduce our opportunity for success.
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降低我們成功的機會。
04:22
It could be the ups and downs in the economy,
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或許是跌宕起伏的經濟、
04:24
the uncertainty of the stock market.
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股市的不確定性；
04:26
It could be a new technology that renders
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或許是種新技術，
04:28
your business model obsolete overnight.
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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，
競爭對手，
04:30
Or it could be your competition
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04:32
that is sometimes trying to kill you.
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04:34
It's sometimes trying to put you out of business,
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可能沒讓你倒閉，
04:36
but at the very minimum
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但是他們至少
04:37
is working hard to frustrate your growth
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也會奮力阻撓你的成長，
04:40
and steal your business from you.
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搶走你的業務。
04:42
We have no control over these forces.
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我們無法控制這些力量。
04:44
These are a constant,
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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 are the conditions
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唯一的變數
04:49
inside the organization,
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是組織的內部情況，
04:52
and that's where leadership matters,
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這才是領導才能彰顯之處，
04:54
because it's the leader that sets the tone.
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因為領導者決定風氣。
04:57
When a leader makes the choice
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當一個領導者作出選擇，
04:59
to put the safety and lives
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把組織裡面的人
05:01
of the people inside the organization first,
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的安全和性命放在第一位，
05:03
to sacrifice their comforts and sacrifice
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犧牲自己的安逸
05:06
the tangible results, 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 and feel like they belong,
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05:11
remarkable things happen.
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就會發生很棒的事情。
05:14
I was flying on a trip,
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我搭飛機的時候，
05:17
and I was witness to an incident
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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，
就企圖登上飛機，
05:19
where a passenger attempted to board
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05:21
before their number was called,
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05:24
and I watched the gate agent
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我看著登機門的地勤人員，
05:27
treat this man like he had broken the law,
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待這男人像是他犯了法，
05:29
like a criminal.
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像罪犯一樣。
05:31
He was yelled at for attempting to board
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他被衝著叫喊，
05:33
one group too soon.
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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 us like cattle?
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我說：「為什麼你
非得把我們當作牲畜？
非得把我們當作牲畜？
05:39
Why can't you treat us like human beings?"
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為什麼不能把我們當人看？」
05:42
And this is exactly what she said to me.
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而她確切是這麼回答，
05:44
She said, "Sir, if I don't follow the rules,
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她說：「先生，
如果我不遵守規定，
如果我不遵守規定，
05:47
I could get in trouble or lose my job."
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我可能會惹上麻煩或失去工作。」
05:50
All she was telling me
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她再再告訴我的是
05:52
is that she doesn't feel safe.
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她缺乏安全感。
05:53
All she was telling me is that
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她再再告訴我的是
05:56
she doesn't trust her leaders.
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她並不信任她的領導者。
05:59
The reason we like flying Southwest Airlines
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我們喜歡搭西南航空的原因，
06:02
is not because they necessarily hire better people.
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並不是因為他們
必然聘請更好的員工，
必然聘請更好的員工，
06:04
It's because they don't fear their leaders.
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而是因為他們
不會害怕他們的領導者。
不會害怕他們的領導者。
06:07
You see, if the conditions are wrong,
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你要知道，如果狀況不對，
06:09
we are forced to expend our own time and energy
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我們就被迫耗費時間和精力
06:11
to protect ourselves from each other,
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去保護自己不受彼此傷害！
06:14
and that inherently weakens the organization.
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這從根本上使組織弱化。
06:17
When we feel safe inside the organization,
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當我們在組織裡感到安全，
06:19
we will naturally combine our talents
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自然就會把才能和實力結合，
06:21
and our strengths and work tirelessly
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不屈不撓地
06:23
to face the dangers outside
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面對外界危險，
06:25
and seize the opportunities.
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並把握各式各樣的機遇。
06:28
The closest analogy I can give
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最貼切的比喻是，
06:30
to what a great leader is, is like being 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 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，
一個優秀的雙親是什麼樣的，
06:34
what do you want? What makes a great parent?
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你想要什麼？怎樣才能
成為優秀的雙親？
成為優秀的雙親？
06:36
We want to give our child opportunities,
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我們希望給孩子們
各種機會、教育，
各種機會、教育，
06:38
education, discipline them when necessary,
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必要時管教他們，
06:40
all so that they can grow up and achieve 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.
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06:45
Great leaders want exactly the same thing.
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偉大領袖的想法完全一致。
06:47
They want to provide their people opportunity,
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他們要給追隨者提供機會、
06:48
education, discipline when necessary,
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教育，必要時管教他們，
06:50
build their self-confidence, give
them the opportunity to try and fail,
them the opportunity to try and fail,
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建立他們的自信心，
給他們嘗試和失敗的機會，
給他們嘗試和失敗的機會，
06:53
all so that they could achieve more
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使他們能夠做得更多，
06:55
than we could ever imagine for ourselves.
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以至於超出我們想像。
06:59
Charlie Kim, who's the CEO of
a company called Next Jump
a company called Next Jump
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查理．金是 Next Jump 的執行長，
07:02
in New York City, a tech company,
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這家科技公司位於紐約市。
07:05
he makes the point that
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他提出一個論點：
07:07
if you had hard times in your family,
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如果你家庭遭遇困難，
07:09
would you ever consider laying
off one of your children?
off one of your children?
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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 laying off people
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那我們為什麼考慮裁掉
07:15
inside our organization?
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公司的員工呢？
07:17
Charlie implemented a policy
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查理實施了一項
07:20
of lifetime employment.
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終身僱用的政策，
07:22
If you get a job at Next Jump,
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如果 Next Jump 聘了你，
07:23
you cannot get fired for performance issues.
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你就不會因為績效問題
而遭到解僱，
而遭到解僱，
07:27
In fact, if you have issues,
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事實上，當你遇到問題時，
07:29
they will coach you and they will give you support,
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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
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07:33
who happens to come home with a C from school.
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即使他成績不理想。
07:36
It's the complete opposite.
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這完全相反。
07:37
This is the reason so many people
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這就是為何這麼多人
07:39
have such a visceral hatred, anger,
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深惡痛絕
07:43
at some of these banking CEOs
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那些銀行執行長，
07:45
with their disproportionate
salaries and bonus structures.
salaries and bonus structures.
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及其不相稱的薪資與獎金結構。
07:47
It's not the numbers.
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這和表面數字無關。
07:49
It's that they have violated the
very definition of leadership.
very definition of leadership.
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這是因為他們違背了
領導的根本定義，
領導的根本定義，
07:52
They have violated this deep-seated social contract.
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這是因為他們已違反了
這份深植的社會契約。
這份深植的社會契約。
07:55
We know that they allowed their people
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我們知道，他們容許
員工權益被犧牲，
員工權益被犧牲，
07:57
to be sacrificed so they could
protect their own interests,
protect their own interests,
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以保護自身利益，
07:59
or worse, they sacrificed their people
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或更糟的是，
他們犧牲員工權益，
他們犧牲員工權益，
08:02
to protect their own interests.
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以保護自身利益。
08:04
This is what so offends us, not the numbers.
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我們因此憤怒，
而不是數字。
而不是數字。
如果我們給甘地 1.5 億
獎金，會犯眾怒嗎？
獎金，會犯眾怒嗎？
08:07
Would anybody be offended if we gave
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08:08
a $150 million bonus to Gandhi?
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08:11
How about a $250 million bonus to Mother Teresa?
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給德蕾莎修女 2.5 億獎金？
08:14
Do we have an issue with that? None at all.
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對此我們有爭議嗎？
完全沒有。
完全沒有。
08:17
None at all.
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完全沒有。
08:18
Great leaders would never sacrifice
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偉大的領袖絕不會犧牲大家
08:20
the people to save the numbers.
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以獲得利益。
08:22
They would sooner sacrifice the numbers
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他們會先犧牲利益，
08:23
to save the people.
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以挽救大家。
08:26
Bob Chapman, who runs
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鮑勃．查普曼經營一間
08:28
a large manufacturing company in the Midwest
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位於中西部的大型製造公司
08:31
called Barry-Wehmiller,
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叫 Barry-Wehmiller，
08:33
in 2008 was hit very hard by the recession,
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在 2008 年受經濟衰退衝擊，
08:38
and they lost 30 percent of their orders overnight.
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他們突然失去了 30% 的訂單。
08:42
Now in a large manufacturing company,
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對一個大製造商來說，
08:43
this is a big deal,
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這是件大事，
08:45
and they could no longer afford their labor pool.
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他們無法再負擔
這樣的人力成本，
這樣的人力成本，
08:48
They needed to save 10 million dollars,
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他們需要省下一千萬美金，
08:50
so, like so many companies today,
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就像如今許多公司一樣，
08:52
the board got together and discussed layoffs.
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董事會聚集在一起
召開會議商討裁員，
召開會議商討裁員，
08:55
And Bob refused.
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然而鮑勃拒絕裁員。
08:57
You see, Bob doesn't believe in head counts.
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鮑勃並不相信「人頭」，
09:01
Bob believes in heart counts,
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3441
鮑勃在意的是「人心」，
而「人心」不是那種
可以隨意縮減的東西。
可以隨意縮減的東西。
09:04
and it's much more difficult to simply reduce
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2508
09:07
the heart count.
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1730
09:09
And so they came up with a furlough program.
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於是他們想出一個休假計劃，
09:12
Every employee, from secretary to CEO,
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由秘書到執行長，
09:14
was required to take four weeks of unpaid vacation.
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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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1911
他們可以在任何時間休假，
09:19
and they did not have to take it consecutively.
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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。
鮑勃如何宣布此計劃。
09:22
But it was how Bob announced the program
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09:23
that mattered so much.
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09:25
He said, it's better that we should all suffer a little
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2648
他說，我們所有人都受一點苦，
09:28
than any of us should have to suffer a lot,
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會比由任何一個人
承受所有苦來得好。
承受所有苦來得好。
09:31
and morale went up.
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3118
員工士氣不降反升。
09:34
They saved 20 million dollars,
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2927
他們節省了二千萬美金，
09:37
and most importantly, as would be expected,
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而最重要的是，正如預期，
09:39
when the people feel safe and protected
by the leadership in the organization,
by the leadership in the organization,
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當大家感到安全，
感受到領導者的保護，
感受到領導者的保護，
09:42
the natural reaction is to trust and cooperate.
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自然反應就是信任和合作，
09:45
And quite spontaneously, nobody expected,
242
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這是自發的，沒有人預料到，
09:48
people started trading with each other.
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大家開始互相交換，
09:50
Those who could afford it more
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能夠承擔起較多的
09:51
would trade with those who could afford 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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1489
有人放假五星期，
09:55
so that somebody else only had to take three.
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4162
有人就可以放假三星期。
09:59
Leadership is a choice. It is not a rank.
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2934
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 people at the seniormost
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10:03
levels of organizations
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1158
10:05
who are absolutely not leaders.
251
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1604
他們絕對不是一位領袖。
10:06
They are authorities, and we do what they say
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他們是當權者，
我們聽他們的，
我們聽他們的，
10:09
because they have authority over us,
253
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3043
因為他們的職權高於我們，
10:12
but we would not follow them.
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但我們不會追隨他們。
10:14
And I know many people
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我認識很多位於
10:16
who are at the bottoms of organizations
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1362
組織基層的人們，
10:17
who have no authority
257
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1263
他們無權無勢，
10:18
and they are absolutely leaders,
258
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2063
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 to look after
259
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1785
10:22
the person to the left of them,
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1518
10:24
and they have chosen to look after
261
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1278
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 is.
263
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4733
領袖就是這樣子的。
10:31
I heard a story
264
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我聽過一個故事，
10:35
of some Marines
265
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關於海軍陸戰隊的，
10:36
who were out in theater,
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3321
他們在營區裡，
10:39
and as is the Marine custom,
267
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2046
根據海軍陸戰隊的傳統，
10:41
the officer ate last,
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2325
軍官最後才吃，
10:44
and he let his men eat first,
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3176
他讓手下先吃飯，
10:47
and when they were done,
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1852
當士兵用餐後，
10:49
there was no food left for him.
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4090
卻沒有剩食物給他。
10:53
And when they went back out in the field,
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而當他們又回到戰場，
10:56
his men brought him some of their food
273
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2944
手下給他帶來他們的一些食物，
10:59
so that he may eat,
274
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1857
好讓他可以吃點東西。
11:00
because that's what happens.
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2139
事情是這樣的。
11:03
We call them leaders because they go first.
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我們稱他們為領袖，
因為他們身先士卒；
因為他們身先士卒；
11:05
We call them leaders because they take the risk
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因為他們甘願冒險，
11:07
before anybody else does.
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在任何其他人之前；
11:09
We call them leaders because they will choose
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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 so that their people
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2009
11:13
may be safe and protected
281
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1119
11:14
and so their people may gain,
282
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2136
使追隨者能夠受益，
11:16
and when we do, the natural response
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3054
而當我們這麼做，自然而然
11:19
is that our people will sacrifice 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 and sweat and tears
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2498
他們會為我們揮灑熱血、
汗水和淚水，
汗水和淚水，
11:25
to see that their leader's vision comes to life,
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3439
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？
「你為什麼要這麼做？
11:32
Why would you give your blood and sweat and tears
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2387
為什麼為那個人揮灑熱血、
汗水和淚水？」
汗水和淚水？」
11:34
for that person?" they all say the same thing:
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他們都訴說著同樣的話語：
11:38
"Because they would have done it for me."
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2498
「因為他們會為我這麼做。」
11:41
And isn't that the organization
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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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2321
在其中工作的組織嗎？
11:45
Thank you very much.
293
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謝謝大家。
11:48
Thank you. (Applause)
294
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謝謝。 （掌聲）
11:52
Thank you. (Applause)
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2030
謝謝。 （掌聲）
ABOUT THE SPEAKER
Simon Sinek - Leadership expertSimon 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.
Simon Sinek | Speaker | TED.com