TEDxPuget Sound
Simon Sinek: How great leaders inspire action
Simon Sinek: Hvordan store ledere inspirerer til handling
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Simon Sinek har en simpel men kraftfuld model til inspirerende lederskab, der starter med en gylden cirkel og spørgsmålet "Hvorfor?". Hans eksempler inkluderer Apple, Martin Luther King og brødrene Wright -- og hans modstykke TIVo, som (indtil de fornylig vandt en retssag, der tredoblede dens aktieværdi) synes at være kriseramt.
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.
00:16
How do you explain when
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Hvordan forklarer man det, når
00:18
things don't go as we assume?
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tingene ikke går som man havde forventet?
00:20
Or better, how do you explain
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Endnu bedre, hvordan forklarer man
00:23
when others are able to achieve things
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hvordan andre mennesker kan opnå ting
00:25
that seem to defy all of the assumptions?
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der lader til at trodse alle forventninger?
00:27
For example:
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For eksempel:
00:29
Why is Apple so innovative?
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Hvorfor er Apple så innovative?
00:31
Year after year, after year, after year,
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År efter år, efter år, efter år,
00:33
they're more innovative than all their competition.
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er de mere innovative end alle deres konkurrenter.
00:36
And yet, they're just a computer company.
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Og alligevel, er de bare et computerfirma.
00:38
They're just like everyone else.
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De er ligesom alle andre.
00:40
They have the same access to the same talent,
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De har den samme adgang til de samme talenter,
00:42
the same agencies, the same consultants, the same media.
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de samme bureauer, de samme konsulenter, de samme medier.
00:45
Then why is it that they
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Så hvorfor er det at de
00:47
seem to have something different?
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tilsyneladende har noget anderledes?
00:50
Why is it that Martin Luther King
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Hvorfor var det at Martin Luther King
00:52
led the Civil Rights Movement?
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som førte an for borgerrettighedsbevægelsen?
00:54
He wasn't the only man
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Han var ikke den eneste mand
00:56
who suffered in a pre-civil rights America,
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der led i Amerika inden borgerrettighederne kom,
00:58
and he certainly wasn't the only great orator of the day.
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og han var helt sikkert ikke den eneste gode taler dengang.
01:00
Why him?
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Hvorfor ham?
01:02
And why is it that the Wright brothers
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Og hvorfor var det at brødrene Wright
01:05
were able to figure out controlled, powered man flight
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var i stand til at opfinde kontrolleret, motoriseret flyvning af mennesker,
01:08
when there were certainly other teams who were
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da der bestemt var andre teams der var
01:10
better qualified, better funded ...
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bedre kvalificerede, mere kapitalstærke ...
01:13
and they didn't achieve powered man flight,
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og de opnåede ikke motoriseret flyvning,
01:16
and the Wright brothers beat them to it.
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og brødrene Wright kom først.
01:18
There's something else at play here.
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Der er noget andet der spiller ind her.
01:21
About three and a half years ago
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For cirka tre og et halvt år siden
01:23
I made a discovery.
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gjorde jeg en opdagelse.
01:25
And this discovery profoundly changed
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Og denne opdagelse ændrede dybt
01:28
my view on how I thought the world worked,
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på mit syn på hvordan jeg troede verden hang sammen
01:31
and it even profoundly changed the way in which
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og det ændrede endda dybt måden hvorpå
01:33
I operate in it.
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jeg fungerer i den.
01:37
As it turns out, there's a pattern.
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Og det viser sig, at der er et mønster.
01:40
As it turns out, all the great and inspiring leaders
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Det viser sig, at alle de store og inspirerende ledere
01:42
and organizations in the world --
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og organisationer i verden --
01:44
whether it's Apple or Martin Luther King or the Wright brothers --
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hvad enten det er Apple eller Martin Luther King eller brødrene Wright --
01:47
they all think, act and communicate
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de tænker, handler og kommunikerer alle
01:49
the exact same way.
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på præcis den samme måde.
01:51
And it's the complete opposite
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Og det er fuldstændig den modsatte
01:53
to everyone else.
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af alle andre.
01:55
All I did was codify it,
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Det eneste jeg gjorde, var at afkode den,
01:57
and it's probably the world's
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og det er formentlig verdens
01:59
simplest idea.
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mest simple ide.
02:01
I call it the golden circle.
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Jeg kalder det den gyldne cirkel.
02:11
Why? How? What?
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Hvorfor? Hvordan? Hvad?
02:14
This little idea explains
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Denne lille ide forklarer
02:16
why some organizations and some leaders
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hvorfor nogle organisationer og nogle ledere
02:18
are able to inspire where others aren't.
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er i stand til at inspirere, når andre ikke kan.
02:20
Let me define the terms really quickly.
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Lad mig definere termerne hurtigt.
02:22
Every single person, every single organization on the planet
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Hver eneste person, hver eneste organisation i verden
02:25
knows what they do,
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ved hvad de gør,
02:27
100 percent.
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100 procent.
02:29
Some know how they do it,
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Nogle ved hvordan de gør det,
02:31
whether you call it your differentiated value proposition
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hvad enten man kalder det ens differentierede værdibidrag
02:33
or your proprietary process or your USP.
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eller ens proprietære proces eller ens USP.
02:36
But very, very few people or organizations
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Men meget, meget få mennesker eller organisationer
02:39
know why they do what they do.
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ved hvorfor de gør hvad de gør.
02:41
And by "why" I don't mean "to make a profit."
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Og med "hvorfor" mener jeg ikke, "at skabe overskud".
02:43
That's a result. It's always a result.
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Det er et resultat. Det er altid et resultat.
02:45
By "why," I mean: What's your purpose?
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Med "hvorfor", mener jeg: Hvad er ens formål?
02:47
What's your cause? What's your belief?
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Hvad er ens grund? Hvad er ens tro?
02:50
Why does your organization exist?
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Hvorfor eksisterer ens organisation?
02:53
Why do you get out of bed in the morning?
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Hvorfor står man op om morgenen?
02:55
And why should anyone care?
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Og hvorfor skulle nogen bekymre sig om det?
02:58
Well, as a result, the way we think, the way we act,
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Jamen, som følge deraf, er måden vi tænker, måden vi handler,
03:00
the way we communicate is from the outside in.
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måden vi kommunikerer kommer udefra og indefter.
03:02
It's obvious. We go from the clearest thing to the fuzziest thing.
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Det er tydeligt. Vi går fra den tydeligste ting til den uskarpeste ting.
03:05
But the inspired leaders
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Men de inspirerede ledere
03:07
and the inspired organizations --
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og de inspirerede organisationer --
03:09
regardless of their size, regardless of their industry --
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uanset deres størrelse, uanset deres område --
03:12
all think, act and communicate
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tænker, handler og kommunikerer alle
03:14
from the inside out.
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indefra og udad.
03:17
Let me give you an example.
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Lad mig give jer et eksempel.
03:19
I use Apple because they're easy to understand and everybody gets it.
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Jeg bruger Apple fordi de er nemme at forstå, og alle andre forstår det.
03:22
If Apple were like everyone else,
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Hvis Apple var ligesom alle andre,
03:25
a marketing message from them might sound like this:
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kunne et marketingsbudskab lyde sådan:
03:28
"We make great computers.
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"Vi laver fantastiske computere.
03:31
They're beautifully designed, simple to use
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De er smukt designet, de er simple at bruge,
03:33
and user friendly.
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og de er brugervenlige.
03:35
Want to buy one?" "Meh."
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Vil du købe en?" "Meh".
03:38
And that's how most of us communicate.
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Og det er hvordan de fleste af os kommunikerer.
03:40
That's how most marketing is done, that's how most sales is done
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Det er sådan det meste marketing foregår, det er sådan de fleste salg foregår
03:42
and that's how most of us communicate interpersonally.
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og det er sådan de fleste af os kommunikerer interpersonelt.
03:44
We say what we do, we say how we're different or how we're better
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Vi siger hvad vi gør, vi siger hvordan vi er forskellige eller hvordan vi er bedre
03:47
and we expect some sort of a behavior,
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og vi forventer en eller anden slags adfærd,
03:49
a purchase, a vote, something like that.
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et køb, en stemme, noget i den retning.
03:51
Here's our new law firm:
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Her er vores nye advokatfirma:
03:53
We have the best lawyers with the biggest clients,
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Vi har de bedste advokater, med de største kunder,
03:55
we always perform for our clients who do business with us.
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vi performer altid for vores kunder der handler med os.
03:57
Here's our new car:
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Her er vores nye bil:
03:59
It gets great gas mileage, it has leather seats, buy our car.
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Den kører langt på literen, den har lædersæder, køb vores bil.
04:02
But it's uninspiring.
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Men det er uinspirerende.
04:04
Here's how Apple actually communicates.
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Her er hvordan Apple i virkeligheden kommunikerer.
04:08
"Everything we do,
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"Alt hvad vi gør,
04:10
we believe in challenging the status quo.
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vi tror på at udfordre status quo.
04:13
We believe in thinking differently.
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Vi tror på at tænke anderledes.
04:16
The way we challenge the status quo
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Måden hvorpå vi udfordrer status quo
04:18
is by making our products beautifully designed,
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er ved at lave et smukt design til vores produkter,
04:21
simple to use and user friendly.
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at de er nemme at bruge, og de er brugervenlige.
04:23
We just happen to make great computers.
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Vi laver tilfældigvis bare fantastiske computere.
04:26
Want to buy one?"
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Vil du købe en?"
04:28
Totally different right? You're ready to buy a computer from me.
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Helt anderledes, ikke? Du er klar til at købe en computer af mig.
04:31
All I did was reverse the order of the information.
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Det eneste jeg gjorde, var at ændre informationsrækkefølgen.
04:33
What it proves to us is that people don't buy what you do;
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Det beviser for os, at mennesker ikke køber det man gør;
04:36
people buy why you do it.
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mennesker køber hvorfor man gør det.
04:38
People don't buy what you do; they buy why you do it.
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Mennesker køber ikke det man gør; de køber hvorfor man gør det.
04:40
This explains why
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Det forklarer hvorfor
04:42
every single person in this room
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hver eneste person i dette lokale
04:44
is perfectly comfortable buying a computer from Apple.
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har det helt fint med at købe en computer af Apple.
04:47
But we're also perfectly comfortable
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Men vi har det også helt fint med
04:49
buying an MP3 player from Apple, or a phone from Apple,
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at købe en MP3 afspiller fra Apple, eller en telefon fra Apple,
04:52
or a DVR from Apple.
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eller en DVR fra Apple.
04:54
But, as I said before, Apple's just a computer company.
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Men, som jeg sagde lige før, Apple er bare et computerfirma.
04:56
There's nothing that distinguishes them
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Der er ikke noget der adskiller dem
04:58
structurally from any of their competitors.
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strukturelt fra nogen af deres konkurrenter.
05:00
Their competitors are all equally qualified to make all of these products.
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Deres konkurrenter er allesammen lige så kvalificerede til at lave alle disse produkter.
05:03
In fact, they tried.
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Faktisk, har de prøvet det.
05:05
A few years ago, Gateway came out with flat screen TVs.
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For et par år siden, kom Gateway med et fladskærms tv.
05:08
They're eminently qualified to make flat screen TVs.
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De er utrolig kvalificerede til at lave fladskærms tv.
05:10
They've been making flat screen monitors for years.
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De har lavet fladskærms skærme i flere år.
05:13
Nobody bought one.
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Ingen købte en.
05:20
Dell came out with MP3 players and PDAs,
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Dell kom med nogle MP3 afspillere og PDA'er,
05:23
and they make great quality products,
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og de laver højkvalitets produkter,
05:25
and they can make perfectly well-designed products --
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og de kan sagtens lave flot designede produkter --
05:28
and nobody bought one.
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og ingen købte en.
05:30
In fact, talking about it now, we can't even imagine
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Faktisk, når jeg taler om det nu, kan jeg ikke engang forestille mig
05:32
buying an MP3 player from Dell.
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at købe en MP3 afspiller fra Dell.
05:34
Why would you buy an MP3 player from a computer company?
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Hvorfor ville man købe en MP3 afspiller fra et computerfirma?
05:36
But we do it every day.
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Men vi gør det hver dag.
05:38
People don't buy what you do; they buy why you do it.
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Mennesker køber ikke det man gør; de køber hvorfor man gør det.
05:40
The goal is not to do business
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Målet er ikke at handle
05:42
with everybody who needs what you have.
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med alle der har brug for det man har.
05:46
The goal is to do business with people
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Målet er at handle med mennesker
05:48
who believe what you believe.
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der tror på det man selv tror på.
05:51
Here's the best part:
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Her er det bedste ved det:
05:53
None of what I'm telling you is my opinion.
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Ikke noget af det jeg fortæller jer, er min egen mening.
05:55
It's all grounded in the tenets of biology.
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Det bunder alt sammen i biologiske principper.
05:58
Not psychology, biology.
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Ikke psykologi, biologi.
06:00
If you look at a cross-section of the human brain, looking from the top down,
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Hvis man ser på et tværsnit af den menneskelige hjerne, set ovenfra og ned,
06:03
what you see is the human brain is actually broken
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ser man at den menneskelige hjerne faktisk er delt
06:05
into three major components
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i tre store dele
06:07
that correlate perfectly with the golden circle.
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der passer perfekt sammen med den gyldne cirkel.
06:10
Our newest brain, our Homo sapien brain,
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Vores nyeste hjerne, vores Homo Sapiens hjerne,
06:13
our neocortex,
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vores neokorteks,
06:15
corresponds with the "what" level.
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svarer til "hvad" niveauet.
06:17
The neocortex is responsible for all of our
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Neokorteks er ansvarlig for alle vores
06:19
rational and analytical thought
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rationelle og analytiske tanker
06:21
and language.
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og sprog.
06:23
The middle two sections make up our limbic brains,
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I midten af de to sektioner er vores limbiske hjerne,
06:26
and our limbic brains are responsible for all of our feelings,
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og vores limbiske hjerne er ansvarlig for alle vores følelser,
06:29
like trust and loyalty.
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såsom vores tillid og vores loyalitet.
06:32
It's also responsible for all human behavior,
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Den er også ansvarlig for al vores menneskelige adfærd,
06:34
all decision-making,
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al beslutningstagen,
06:36
and it has no capacity for language.
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og den har ingen evne for sprog.
06:39
In other words, when we communicate from the outside in,
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Med andre ord, når vi kommunikerer udefra og indefter,
06:42
yes, people can understand vast amounts of complicated information
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ja, mennesker kan forstå store mængder information
06:45
like features and benefits and facts and figures.
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ligesom funktioner, fordele, fakta og tal.
06:48
It just doesn't drive behavior.
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Det driver ikke kun adfærd.
06:50
When we can communicate from the inside out,
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Når vi kan kommunikere indefra og udad,
06:52
we're talking directly to the part of the brain
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taler vi direkte til den del af hjernen
06:54
that controls behavior,
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der kontrollerer adfærd,
06:56
and then we allow people to rationalize it
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og så tillader vi folk at rationalisere det
06:58
with the tangible things we say and do.
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med håndgribelige ting som vi siger og gør.
07:00
This is where gut decisions come from.
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Det er her mavefornemmelsen stammer fra.
07:02
You know, sometimes you can give somebody
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I ved, nogen gange kan man give nogen
07:04
all the facts and figures,
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alle fakta og tal,
07:06
and they say, "I know what all the facts and details say,
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og de siger, "Jeg ved hvad alle fakta og detaljer fortæller
07:08
but it just doesn't feel right."
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men det føles bare ikke rigtigt".
07:10
Why would we use that verb, it doesn't "feel" right?
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Hvorfor ville vi bruge det udsagnsord, det "føles" ikke rigtigt?
07:13
Because the part of the brain that controls decision-making
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Fordi den del af hjernen der styrer beslutningstagningen
07:15
doesn't control language.
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ikke styrer vores sprog.
07:17
And the best we can muster up is, "I don't know. It just doesn't feel right."
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Og det bedste vi kan mønstre at sige er, "Jeg ved det ikke. Det føles bare ikke rigtigt".
07:20
Or sometimes you say you're leading with your heart,
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Eller nogen gange kan man sige at man leder med hjertet,
07:22
or you're leading with your soul.
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eller man leder med sjælen.
07:24
Well, I hate to break it to you, those aren't other body parts
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Men, jeg hader at skulle sige det, der er ikke andre kropsdele
07:26
controlling your behavior.
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der styrer ens adfærd.
07:28
It's all happening here in your limbic brain,
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Det sker alt sammen her i ens limbiske hjerne,
07:30
the part of the brain that controls decision-making and not language.
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den del af hjernen der styrer beslutningstagningen og ikke sproget.
07:33
But if you don't know why you do what you do,
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Men hvis man ikke ved hvorfor man gør hvad man gør,
07:36
and people respond to why you do what you do,
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og folk reagerer på hvorfor man gør hvad man gør,
07:39
then how will you ever get people
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hvordan vil man så nogensinde få folk
07:42
to vote for you, or buy something from you,
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til at stemme på en, eller til at købe noget af en,
07:44
or, more importantly, be loyal
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eller, vigtigere, være loyal
07:46
and want to be a part of what it is that you do.
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og få lyst til at være en del af det man gør.
07:49
Again, the goal is not just to sell to people who need what you have;
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Igen, målet er ikke kun at sælge til folk der har brug for det man har;
07:52
the goal is to sell to people who believe what you believe.
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målet er at sælge til folk der tror på det man tror på.
07:55
The goal is not just to hire people
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Målet er ikke kun at ansætte folk
07:57
who need a job;
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der har brug for et job;
07:59
it's to hire people who believe what you believe.
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det er at ansætte folk der tror på det man tror på.
08:02
I always say that, you know,
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Jeg siger altid at, du ved,
08:07
if you hire people just because they can do a job, they'll work for your money,
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hvis man ansætter folk bare fordi de kan udføre et stykke arbejde, vil de arbejde for ens penge,
08:10
but if you hire people who believe what you believe,
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men hvis man ansætter folk der tror på det man tror på,
08:12
they'll work for you with blood and sweat and tears.
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arbejder de for en med blod, sved og tårer.
08:14
And nowhere else is there a better example of this
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Og ingen andre steder er der lige så godt et eksempel af dette,
08:16
than with the Wright brothers.
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som med brødrene Wright.
08:18
Most people don't know about Samuel Pierpont Langley.
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De fleste mennesker kender ikke til Samuel Pierpoint Langley.
08:21
And back in the early 20th century,
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Og tilbage i starten af det 20. århundrede,
08:24
the pursuit of powered man flight was like the dot com of the day.
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svarede bestræbelsen på motoriseret flyvning til nutidens IT-eventyr.
08:27
Everybody was trying it.
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Alle prøvede på det.
08:29
And Samuel Pierpont Langley had, what we assume,
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Og Samuel Pierpoint Langley havde, hvad vi formoder,
08:32
to be the recipe for success.
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opskriften på succes.
08:35
I mean, even now, you ask people,
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Jeg mener, selv nu, spørger man folk,
08:37
"Why did your product or why did your company fail?"
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"Hvorfor fejlede dit produkt eller hvorfor fejlede dit selskab?"
08:39
and people always give you the same permutation
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og folk giver altid en den samme række svar
08:41
of the same three things:
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af de samme tre ting:
08:43
under-capitalized, the wrong people, bad market conditions.
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underfinansieret, de forkerte folk, dårlige muligheder på markedet.
08:46
It's always the same three things, so let's explore that.
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Det er altid de tre samme ting, så lad os udforske det.
08:49
Samuel Pierpont Langley
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Samuel Pierpoint Langley
08:51
was given 50,000 dollars by the War Department
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fik 50.000 dollars af forsvarsministeriet
08:54
to figure out this flying machine.
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til at lykkedes med denne flyvende maskine.
08:56
Money was no problem.
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Penge var ikke et problem.
08:58
He held a seat at Harvard
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Han havde en stilling ved Harvard
09:00
and worked at the Smithsonian and was extremely well-connected;
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og han arbejdede på Smithsonian og havde ekstremt gode forbindelser
09:03
he knew all the big minds of the day.
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han kendte alle datidens store hjerner.
09:05
He hired the best minds
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Han ansatte de bedste hjerner
09:07
money could find
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der kunne fås for penge
09:09
and the market conditions were fantastic.
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og markedets forudsætningerne var fantastiske.
09:11
The New York Times followed him around everywhere,
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New York Times fulgte ham overalt,
09:14
and everyone was rooting for Langley.
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og alle heppede på Langley.
09:16
Then how come we've never heard of Samuel Pierpont Langley?
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Så hvordan kan det være at vi aldrig har hørt om Samuel Pierpoint Langley?
09:19
A few hundred miles away in Dayton Ohio,
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Et par hundrede kilometer derfra i Dayton Ohio,
09:22
Orville and Wilbur Wright,
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havde Orville og Wilbur Wright,
09:24
they had none of what we consider
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ikke noget af det vi anser for
09:26
to be the recipe for success.
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at være opskriften på succes.
09:28
They had no money;
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de havde ingen penge;
09:30
they paid for their dream with the proceeds from their bicycle shop;
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de betalte for deres drøm med overskuddet fra deres cykelforretning;
09:33
not a single person on the Wright brothers' team
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ikke en eneste person på brødrene Wrights team
09:35
had a college education,
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havde en universitetsuddannelse,
09:37
not even Orville or Wilbur;
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ikke engang Orville eller Wilbur;
09:39
and The New York Times followed them around nowhere.
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og New York Times fulgte dem ikke.
09:42
The difference was,
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Forskellen var, at
09:44
Orville and Wilbur were driven by a cause,
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Orville og Wilbur var drevet af en sag,
09:46
by a purpose, by a belief.
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af et formål, af en tro.
09:48
They believed that if they
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De troede på, at hvis de
09:50
could figure out this flying machine,
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lykkedes med denne flyvende maskine,
09:52
it'll change the course of the world.
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ville de ændre verdens gang.
09:55
Samuel Pierpont Langley was different.
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Samuel Pierpoint Langley var anderledes.
09:57
He wanted to be rich, and he wanted to be famous.
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Han ville være rig, og han ville være kendt.
10:00
He was in pursuit of the result.
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Han jagtede et resultat.
10:02
He was in pursuit of the riches.
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Han jagtede rigdom.
10:04
And lo and behold, look what happened.
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Og tænkt engang, se hvad der skete.
10:07
The people who believed in the Wright brothers' dream
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De mennesker der troede på brødrene Wrights drøm
10:09
worked with them with blood and sweat and tears.
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arbejdede med dem med blod, sved og tårer.
10:12
The others just worked for the paycheck.
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De andre arbejdede bare for en lønseddel.
10:14
And they tell stories of how every time the Wright brothers went out,
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Og de fortæller historier om, at hver gang brødrene Wright gik ud,
10:17
they would have to take five sets of parts,
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var de nød til at tage fem sæt reservedele med,
10:19
because that's how many times they would crash
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fordi så mange gange ville de styrte
10:21
before they came in for supper.
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før de kom ind for at få aftensmad.
10:24
And, eventually, on December 17th, 1903,
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Og, endelig, den 17. december, 1903,
10:27
the Wright brothers took flight,
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lettede brødrene Wright,
10:30
and no one was there to even experience it.
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og der var ikke engang nogen til at opleve det.
10:32
We found out about it a few days later.
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Vi fandt ud af det et par dage senere.
10:36
And further proof that Langley
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Og yderligere bevis på at Langley
10:38
was motivated by the wrong thing:
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var motiveret af de forkerte ting:
10:40
The day the Wright brothers took flight, he quit.
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Den dag hvor brødrene Wright lettede, sagde han op.
10:43
He could have said,
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Han kunne have sagt,
10:45
"That's an amazing discovery, guys,
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"Det er en utrolig opdagelse, gutter,
10:47
and I will improve upon your technology," but he didn't.
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og jeg vil forbedre jeres teknologi", men det gjorde han ikke.
10:50
He wasn't first, he didn't get rich,
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Han blev ikke den første, han blev ikke rig,
10:52
he didn't get famous so he quit.
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han blev ikke kendt, så han sagde op.
10:54
People don't buy what you do; they buy why you do it.
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Mennesker køber ikke det man gør; de køber hvorfor man gør det.
10:57
And if you talk about what you believe,
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Og hvis man taler om hvad man tror på,
10:59
you will attract those who believe what you believe.
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vil man tiltrække dem der tror på det man selv tror på.
11:02
But why is it important to attract those who believe what you believe?
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Men hvorfor er det vigtigt at tiltrække dem der tror på det man tror på?
11:07
Something called the law of diffusion of innovation,
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Det er noget kaldet loven om diffusion af innovation,
11:09
and if you don't know the law, you definitely know the terminology.
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og hvis man ikke kender den lov, kender man helt sikkert terminologien.
11:12
The first two and a half percent of our population
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De første to og en halv procent af vores befolkning
11:15
are our innovators.
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er vores innovatører.
11:17
The next 13 and a half percent of our population
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De næste 13 og en halv procent af vores befolkning
11:20
are our early adopters.
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er vores tidlige tilvænnere.
11:22
The next 34 percent are your early majority,
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De næste 34 procent er vores tidlige majoritet,
11:24
your late majority and your laggards.
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vores sene majoritet og vores smølehoveder.
11:27
The only reason these people buy touch tone phones
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Den eneste grund til at disse mennesker køber trykknaptelefoner
11:30
is because you can't buy rotary phones anymore.
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er at man ikke kan købe drejetelefoner mere.
11:32
(Laughter)
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(Latter)
11:34
We all sit at various places at various times on this scale,
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Vi sidder alle forskellige steder, på forskellige tidspunkter på denne skala,
11:37
but what the law of diffusion of innovation tells us
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men hvad loven om diffusion af innovation fortæller os
11:40
is that if you want mass-market success
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er, at hvis man vil have succes på massemarkedet
11:43
or mass-market acceptance of an idea,
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eller stor markedsaccept af en ide,
11:45
you cannot have it
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kan man ikke have det
11:47
until you achieve this tipping point
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før man har opnået dette kritiske punkt
11:49
between 15 and 18 percent market penetration,
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mellem 15 og 18 procent markedsindtrægning,
11:52
and then the system tips.
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og så tipper systemet.
11:55
And I love asking businesses, "What's your conversion on new business?"
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Og jeg elsker at spørge virksomheder, "Hvad er jeres konvertering på nye kunder?".
11:58
And they love to tell you, "Oh, it's about 10 percent," proudly.
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Og de elsker stolt at fortælle en, "Tja, den er omkring 10 procent".
12:00
Well, you can trip over 10 percent of the customers.
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Jamen, man kan falde over 10 procent af kunderne.
12:02
We all have about 10 percent who just "get it."
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Vi har alle omkring 10 procent der netop "forstår det".
12:04
That's how we describe them, right?
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Det er sådan vi beskriver dem, ikke?
12:06
That's like that gut feeling, "Oh, they just get it."
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Det er ligesom den mavefornemmelse, "Ah, nu forstår de det".
12:08
The problem is: How do you find the ones that get it
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Problemet er: Hvordan finder man dem der forstår det
12:11
before you're doing business with them versus the ones who don't get it?
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før man handler med dem, i modsætning til dem der ikke forstår det?
12:14
So it's this here, this little gap
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Så det er det her, dette lille mellemrum
12:16
that you have to close,
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man skal lukke,
12:18
as Jeffrey Moore calls it, "Crossing the Chasm" --
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som Jeffrey Moore kalder det, "At krydse kløften" --
12:20
because, you see, the early majority
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fordi, ser I, den tidlige majoritet
12:22
will not try something
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vil ikke prøve noget
12:24
until someone else
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før nogen andre
12:26
has tried it first.
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har prøvet det først.
12:28
And these guys, the innovators and the early adopters,
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Og disse gutter, innovatørerne og de tidlige tilvænnere,
12:31
they're comfortable making those gut decisions.
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de har det fint med at gå efter mavefornemmelsen.
12:33
They're more comfortable making those intuitive decisions
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De har det bedre med at tage disse intuitive beslutninger
12:36
that are driven by what they believe about the world
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der er drevet af hvad de mener om verden
12:40
and not just what product is available.
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og ikke bare hvilket produkt der er tilrådighed.
12:42
These are the people who stood in line for six hours
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Det er disse mennesker der stod seks timer i kø
12:44
to buy an iPhone when they first came out,
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for at købe en iPhone da de først udkom,
12:46
when you could have just walked into the store the next week
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når man bare kunne være gået ind i butikken ugen efter
12:48
and bought one off the shelf.
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og have købt en fra hylden.
12:50
These are the people who spent 40,000 dollars
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Dette er de mennesker der brugte 40.000 dollars
12:52
on flat screen TVs when they first came out,
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på fladskærms tv da de første kom,
12:55
even though the technology was substandard.
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selvom teknologien var under dagens standard.
12:58
And, by the way, they didn't do it
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Og, for øvrigt, gjorde de det ikke
13:00
because the technology was so great;
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fordi teknologien var så fed;
13:02
they did it for themselves.
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de gjorde det for sig selv.
13:04
It's because they wanted to be first.
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Det er fordi de ville være de første.
13:06
People don't buy what you do; they buy why you do it
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Mennesker køber ikke det man gør; de køber hvorfor man gør det.
13:08
and what you do simply
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og hvad man gør
13:10
proves what you believe.
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beviser simpelthen hvad man tror på.
13:12
In fact, people will do the things
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Faktisk, vil mennesker gøre ting
13:14
that prove what they believe.
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der beviser hvad de tror på.
13:16
The reason that person bought the iPhone
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Grunden til at personen købte den iPhone
13:18
in the first six hours,
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i de første seks timer,
13:21
stood in line for six hours,
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stod i kø i seks timer,
13:23
was because of what they believed about the world,
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var på grund af det de troede på om verden,
13:25
and how they wanted everybody to see them:
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og hvordan de ville have at andre opfattede dem:
13:27
They were first.
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De var de første.
13:29
People don't buy what you do; they buy why you do it.
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Mennesker køber ikke det man gør; de køber hvorfor man gør det.
13:31
So let me give you a famous example,
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Så lad mig give jer et berømt eksempel,
13:33
a famous failure and a famous success
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en berømt fiasko og en berømt succes
13:35
of the law of diffusion of innovation.
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af loven om diffusion af innovation.
13:37
First, the famous failure.
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Først, den berømte fiasko.
13:39
It's a commercial example.
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Det er et forretningsmæssigt eksempel.
13:41
As we said before, a second ago,
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Som vi sagde før, et øjeblik siden,
13:43
the recipe for success is money and the right people and the right market conditions,
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opskriften på succes, er penge og de rigtige mennesker, og de rigtige markedsvilkår,
13:46
right? You should have success then.
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ikke? Så skulle man få succes.
13:48
Look at TiVo.
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Se på TIVo.
13:50
From the time TiVo came out about eight or nine years ago
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Fra det tidspunkt TIVo blev lanceret, for cirka otte eller ni år siden,
13:52
to this current day,
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til i dag,
13:54
they are the single highest-quality product on the market,
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de er uden tvivl det højeste kvalitetsprodukt på markedet,
13:57
hands down, there is no dispute.
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uden tvivl, der er ingen diskussion.
14:00
They were extremely well-funded.
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De var utrolig kapitalstærke.
14:02
Market conditions were fantastic.
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Markedsvilkårene var fantastiske.
14:04
I mean, we use TiVo as verb.
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Jeg mener, vi bruger TIVo som udsagnsord.
14:06
I TiVo stuff on my piece of junk Time Warner DVR all the time.
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Jeg TIVo'er på min elendige Time Warner DVR hele tiden.
14:12
But TiVo's a commercial failure.
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Men TIVo er en kommerciel fiasko.
14:14
They've never made money.
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De har aldrig tjent penge.
14:16
And when they went IPO,
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Og da de blev børsnoteret,
14:18
their stock was at about 30 or 40 dollars
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lå deres aktie på cirka 30 eller 40 dollars,
14:20
and then plummeted, and it's never traded above 10.
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og styrtdykkede så, og den bliver aldrig handlet til over 10.
14:22
In fact, I don't think it's even traded above six,
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Faktisk, tror jeg aldrig den bliver handlet til over seks,
14:25
except for a couple of little spikes.
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på nær ved nogle få toppe.
14:27
Because you see, when TiVo launched their product
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For ser I, da TIVo lancerede deres produkt
14:29
they told us all what they had.
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fortalte de os allesammen hvad de havde.
14:32
They said, "We have a product that pauses live TV,
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De sagde, "Vi har et produkt der sætter live tv på pause,
14:35
skips commercials, rewinds live TV
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springer reklamer over, spoler tilbage i live tv,
14:38
and memorizes your viewing habits
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og husker ens seervaner
14:40
without you even asking."
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helt uden at spørge en".
14:43
And the cynical majority said,
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Og den kyniske majoritet sagde,
14:45
"We don't believe you.
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"Vi tror ikke på jer.
14:47
We don't need it. We don't like it.
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Vi har ikke brug for det. Vi kan ikke lide det.
14:49
You're scaring us."
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I skræmmer os."
14:51
What if they had said,
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Hvad hvis de havde sagt,
14:53
"If you're the kind of person
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"Hvis du er den slags person
14:55
who likes to have total control
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der godt kan lide at have fuld kontrol
14:58
over every aspect of your life,
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over hvert aspekt af dit liv,
15:01
boy, do we have a product for you.
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manner, så har vi et produkt til dig.
15:04
It pauses live TV, skips commercials,
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Det sætter live tv på pause, springer reklamer over,
15:06
memorizes your viewing habits, etc., etc."
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husker ens seervaner, osv., osv."
15:09
People don't buy what you do; they buy why you do it,
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Mennesker køber ikke det man gør; de køber hvorfor man gør det.
15:11
and what you do simply serves as
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og hvad man gør, tjener som
15:13
the proof of what you believe.
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bevis på det man tror på.
15:15
Now let me give you a successful example
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Lad mig nu give Jer et eksempel på succes
15:18
of the law of diffusion of innovation.
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af loven om diffusion af innovation.
15:21
In the summer of 1963,
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I sommeren 1963,
15:24
250,000 people showed up
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kom 250.000 mennesker
15:26
on the mall in Washington
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til "the National Mall" i Washington
15:28
to hear Dr. King speak.
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for at høre Dr. King tale.
15:31
They sent out no invitations,
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De sendte ikke nogen invitationer,
15:34
and there was no website to check the date.
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og der var ikke nogen hjemmeside hvor man kunne tjekke datoen.
15:37
How do you do that?
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Hvordan gør man det?
15:39
Well, Dr. King wasn't the only man in America
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Jamen, Dr. King var ikke den eneste mand i Amerika
15:41
who was a great orator.
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der var en stor taler.
15:43
He wasn't the only man in America who suffered
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Han var ikke den eneste mand i Amerika der led
15:45
in a pre-civil rights America.
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i en pre-borgerrettigheds Amerika.
15:47
In fact, some of his ideas were bad.
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Faktisk, var nogle af hans ideer dårlige.
15:50
But he had a gift.
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Men han havde en gave.
15:52
He didn't go around telling people what needed to change in America.
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Han gik ikke rundt og fortalte folk hvad der skulle forandres i Amerika.
15:55
He went around and told people what he believed.
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Han gik rundt og fortalte folk hvad han troede på.
15:57
"I believe, I believe, I believe,"
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"Jeg tror på, jeg tror på, jeg tror på",
15:59
he told people.
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fortalte han folk.
16:01
And people who believed what he believed
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Og folk der troede på det han troede på,
16:03
took his cause, and they made it their own,
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tog hans formål, og de gjorde det til deres egen,
16:05
and they told people.
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og de fortalte folk det.
16:07
And some of those people created structures
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Og nogle af de mennesker, lavede strukturer
16:09
to get the word out to even more people.
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til at få nyheden ud til flere mennesker.
16:11
And lo and behold,
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Og tænk engang,
16:13
250,000 people showed up
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250.000 mennesker kom
16:15
on the right day at the right time
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på den rigtige dag, på det rigtige tidspunkt
16:18
to hear him speak.
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for at høre ham tale.
16:20
How many of them showed up for him?
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Hvor mange kom på grund af ham?
16:24
Zero.
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Ingen.
16:26
They showed up for themselves.
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De kom på grund af sig selv.
16:28
It's what they believed about America
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Det er hvad de troede på om Amerika,
16:30
that got them to travel in a bus for eight hours
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der fik dem til at rejse i en bus i otte timer,
16:33
to stand in the sun in Washington in the middle of August.
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til at stå i solen i Washington, i midten af august.
16:36
It's what they believed, and it wasn't about black versus white:
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Det er hvad de troede på, og det handlede ikke om sort mod hvid:
16:39
25 percent of the audience was white.
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25 procent af tilskuerne var hvide.
16:42
Dr. King believed that
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Dr. King troede på at
16:44
there are two types of laws in this world:
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der er to typer love i denne verden:
16:46
those that are made by a higher authority
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dem der er lavet af en højere magt,
16:48
and those that are made by man.
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og dem der er lavet af mennesker.
16:50
And not until all the laws that are made by man
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Og det er ikke før alle menneskets love
16:53
are consistent with the laws that are made by the higher authority
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er i overensstemmelse med de love der er lavet af en højere magt,
16:55
will we live in a just world.
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at vi vil leve i en retfærdig verden.
16:57
It just so happened that the Civil Rights Movement
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Det skete så bare, at borgerrettighedsforkæmperne
16:59
was the perfect thing to help him
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var den perfekte bevægelse til at hjælpe ham
17:02
bring his cause to life.
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med at få hans mål ført ud i livet.
17:04
We followed, not for him, but for ourselves.
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Vi fulgte efter, ikke på grund af ham, men på grund af os selv.
17:07
And, by the way, he gave the "I have a dream" speech,
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Og, for øvrigt, gav han "Jeg har en drøm" talen,
17:09
not the "I have a plan" speech.
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ikke, "Jeg har en plan" talen.
17:11
(Laughter)
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(Latter)
17:15
Listen to politicians now, with their comprehensive 12-point plans.
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Prøv at lytte til politikerne med deres 12-punkts planer.
17:18
They're not inspiring anybody.
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De inspirerer ikke nogen.
17:20
Because there are leaders and there are those who lead.
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Fordi der er ledere, og der er dem der leder.
17:23
Leaders hold a position of power
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Ledere har en magtposition
17:25
or authority,
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eller autoritet,
17:27
but those who lead inspire us.
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men dem der leder, inspirerer os.
17:31
Whether they're individuals or organizations,
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Hvad enten det er individer eller organisationer,
17:33
we follow those who lead,
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følger vi dem der leder os,
17:35
not because we have to,
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ikke fordi vi skal,
17:37
but because we want to.
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men fordi vi vil.
17:40
We follow those who lead, not for them,
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Vi følger dem der leder, ikke for deres skyld,
17:43
but for ourselves.
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men for vores egen.
17:45
And it's those who start with "why"
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Og det er dem der starter med "hvorfor"
17:48
that have the ability
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der har evnen
17:50
to inspire those around them
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til at inspirere dem der omgiver dem
17:52
or find others who inspire them.
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eller finde andre der inspirerer dem.
17:55
Thank you very much.
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Mange tak.
17:57
(Applause)
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(Bifald)
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