TED2014
Simon Sinek: Why good leaders make you feel safe
Sajmon Sinek (Simon Sinek): Zašto dobri lideri čine da se osećate sigurno
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Šta čini sjajnog lidera? Teoretičar menadžmenta Sajmon Sinek kaže da je to neko ko čini da se njegovi zaposleni osećaju sigurno, neko ko uvlači članstvo u krug poverenja. Međutim, stvaranje poverenja i sigurnosti, posebno u neočekivanoj ekonomiji, znači preuzimanje velike odgovornosti.
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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Postoji čovek koji se zove
00:15
William Swenson
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kapetan Vilijam Svenson
00:17
who recently was awarded the
congressional Medal of Honor
congressional Medal of Honor
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i koji je skoro nagrađen
kongresnom medaljom časti
kongresnom medaljom časti
00:20
for his actions on September 8, 2009.
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za svoje delo 8. septembra
2009. godine.
2009. godine.
00:25
On that day, a column of American
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Tog dana, kolone američkih
00:28
and Afghan troops
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i avganistanskih trupa
00:29
were making their way
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su se probijale
00:30
through a part of Afghanistan
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kroz deo Avganistana
00:33
to help protect
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kako bi zaštitili
grupu vladinih zvaničnika,
00:37
a group of government officials,
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00:38
a group of Afghan government officials,
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grupu vladinih zvaničnika Avganistana
00:40
who would be meeting with some local
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kako bi se susreli sa lokalnim
00:42
village elders.
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seoskim starešinama.
00:43
The column came under ambush,
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Kolona je došla pod grmlje
00:46
and was surrounded on three sides,
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i bila je okružena sa tri strane
00:48
and amongst many other things,
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i među mnogim stvarima,
00:51
Captain Swenson was recognized
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kapetan Svenson je krenuo
00:53
for running into live fire
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da trči kroz pucnjavu
kako bi spasio povređenog
00:55
to rescue the wounded
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00:56
and pull out the dead.
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i izbavio ga iz smrti.
01:00
One of the people he rescued was a sergeant,
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Jedan od ljudi koje je spasao
bio je vodnik
bio je vodnik
01:03
and he and a comrade were making their way
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i on i njegov drug su se probijali
01:05
to a medevac helicopter.
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do medicinskog helikoptera.
01:08
And what was remarkable about this day
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Ono što je bilo upečatljivo tog dana
01:10
is, by sheer coincidence,
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je da je, pukom slučajnošću,
01:12
one of the medevac medics
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jedan od medicinskih radnika
01:14
happened to have a GoPro camera on his helmet
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imao GoPro kameru na svojoj kacigi
01:16
and captured the whole scene on camera.
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i snimio je čitavu scenu tom kamerom.
01:21
It shows Captain Swenson and his comrade
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Snimak prikazuje
kapetana Svensona i njegovog druga
kapetana Svensona i njegovog druga
kako nose povređenog vojnika
01:24
bringing this wounded soldier
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01:25
who had received a gunshot to the neck.
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koji je pogođen hicem u vrat.
01:30
They put him in the helicopter,
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Smestili su ga u helikopter
01:33
and then you see Captain Swenson bend over
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i potom vidite kapetana Svensona
kako se nadvija
kako se nadvija
01:38
and give him a kiss
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i ljubi ga
01:40
before he turns around to rescue more.
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pre nego što se okrene da spasi ostale.
01:45
I saw this, and I thought to myself,
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Video sam ovo i pitao se,
01:48
where do people like that come from?
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odakle dolaze ovakvi ljudi?
01:51
What is that? That is some deep, deep emotion,
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Šta je to? To je veomo duboko osećanje,
01:54
when you would want to do that.
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kada biste želeli da to uradite.
01:55
There's a love there,
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Tu je ljubav
01:57
and I wanted to know why is it that
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i želeo sam da znam zašto
01:59
I don't have people that I work with like that?
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ja nemam ljude koji tako postupaju?
02:02
You know, in the military, they give medals
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U vojsci, daju ordenje
02:04
to people who are willing to sacrifice themselves
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ljudima koji su voljni da se žrtvuju
02:06
so that others may gain.
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kako bi drugi dobili.
02:08
In business, we give bonuses to people
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U poslu, dajemo povišice ljudima
02:10
who are willing to sacrifice others
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koji su voljni da žrtvuju druge
02:12
so that we may gain.
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kako bismo mi dobili.
02:13
We have it backwards. Right?
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Mi funkcionišemo obrnuto? Zar ne?
Pitao sam se, odakle potiču ovakvi ljudi?
02:17
So I asked myself, where do
people like this come from?
people like this come from?
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02:19
And my initial conclusion was
that they're just better people.
that they're just better people.
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Moj početni zaključak je bio
da su samo bolji ljudi.
da su samo bolji ljudi.
02:22
That's why they're attracted to the military.
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Zato im se sviđa vojska.
02:23
These better people are attracted
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Tim boljim ljudima se sviđa
02:25
to this concept of service.
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koncept usluge.
Ali to je apsolutno pogrešno.
02:28
But that's completely wrong.
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02:29
What I learned was that it's the environment,
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Otkrio sam da je to okruženje
02:32
and if you get the environment right,
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i ako tačno shvatite okruženje
02:34
every single one of us has the capacity
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svako od nas ima kapacitet
02:35
to do these remarkable things,
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da učini takve prepoznatljive stvari,
02:37
and more importantly, others have that capacity too.
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i što je važnije,
drugi imaju taj kapacitet.
drugi imaju taj kapacitet.
02:40
I've had the great honor of getting to meet
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Imao sam veliku čast da upoznam
02:42
some of these, who we would call heroes,
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neke od tih ljudi,
koje volimo da zovemo heroji,
koje volimo da zovemo heroji,
koji su se žrtvovali
i rizikovali svoje živote
i rizikovali svoje živote
02:45
who have put themselves and put their lives
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02:47
at risk to save others,
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kako bi sačuvali živote drugih.
02:49
and I asked them, "Why would you do it?
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Pitao sam ih: "Zašto to radite?
02:51
Why did you do it?"
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Zašto ste to uradili?".
02:53
And they all say the same thing:
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Svi oni su rekli istu stvar:
02:56
"Because they would have done it for me."
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"Zašto što bi oni to uradili za mene."
02:58
It's this deep sense of trust and cooperation.
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Tu je duboki osećaj poverenja i saradnje.
03:01
So trust and cooperation are really important here.
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Poverenje i saradnja su ovde veoma važni.
03:04
The problem with concepts of trust and cooperation
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Problem sa konceptom poverenja i saradnje
03:07
is that they are feelings, they are not instructions.
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je da su to osećaji, a ne instrukcije.
03:09
I can't simply say to you, "Trust me," and you will.
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Ne mogu vam samo reći: "Verujte mi."
i očekivati da mi verujete.
i očekivati da mi verujete.
03:12
I can't simply instruct two people
to cooperate, and they will.
to cooperate, and they will.
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Ne mogu samo da podučim dvoje ljudi
da sarađuju i oni će sarađivati.
da sarađuju i oni će sarađivati.
03:16
It's not how it works. It's a feeling.
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To tako ne funkcioniše. To je osećaj.
03:18
So where does that feeling come from?
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Odakle potiče taj osećaj?
03:21
If you go back 50,000 years
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Ako se vratite 50 000 godina unazad
03:23
to the Paleolithic era,
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u paleolitsko doba,
03:24
to the early days of Homo sapiens,
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u rano doba homo sapiensa
03:26
what we find is that the world
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otkrićete da je svet
03:28
was filled with danger,
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bio ispunjen opasnošću,
03:30
all of these forces working very, very hard to kill us.
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svim tim silama koje su radile
veoma naporno da nas ubiju.
veoma naporno da nas ubiju.
03:34
Nothing personal.
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Ništa lično.
03:36
Whether it was the weather,
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Bilo da je to vreme,
03:38
lack of resources,
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nedostatak resursa,
03:40
maybe a saber-toothed tiger,
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možda sabljozubi tigar,
03:41
all of these things working
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sve te stvari koje postoje
03:43
to reduce our lifespan.
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da bi nam smanjile životni vek.
03:45
And so we evolved into social animals,
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Evoluirali smo u društvene životinje,
03:47
where we lived together and worked together
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gde smo živeli i radili zajedno
03:49
in what I call a circle of safety, inside the tribe,
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u onome što ja zovem
sigurnosnim krugom, unutar plemena,
sigurnosnim krugom, unutar plemena,
03:53
where we felt like we belonged.
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gde smo imali osećaj pripadnosti.
03:55
And when we felt safe amongst our own,
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Kada smo se osećali sigurno među sobom,
03:57
the natural reaction was trust and cooperation.
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prirodna reakcija bila je
poverenje i saradnja.
poverenje i saradnja.
04:01
There are inherent benefits to this.
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To su prirodne prednosti.
04:02
It means I can fall asleep at night
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To znači da mogu da zaspim noću
04:03
and trust that someone from within
my tribe will watch for danger.
my tribe will watch for danger.
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i verujem da će neko iz mog plemena
pratiti opasnost.
pratiti opasnost.
Ako ne verujemo jedni drugima,
ako ja ne verujem tebi,
ako ja ne verujem tebi,
04:07
If we don't trust each other, if I don't trust you,
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04:10
that means you won't watch for danger.
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to znači da nećeš pratiti opasnost.
04:11
Bad system of survival.
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Loš sistem preživljavanja.
04:13
The modern day is exactly the same thing.
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Moderno doba je upravo ista stvar.
Svet je ispunjen opasnošću, stvarima
04:15
The world is filled with danger,
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04:17
things that are trying to frustrate our lives
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koje pokušavaju
da frustriraju naše živote
da frustriraju naše živote
04:19
or reduce our success,
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ili smanje naš uspeh,
04:20
reduce our opportunity for success.
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smanje našu mogućnost za uspehom.
04:22
It could be the ups and downs in the economy,
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To mogu biti usponi i padovi u ekonomiji,
04:24
the uncertainty of the stock market.
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nesigurnost tržišta deonica.
04:26
It could be a new technology that renders
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Ili nova tehnologija koja vaš model
04:28
your business model obsolete overnight.
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poslovanja čini zastarelim preko noći.
04:30
Or it could be your competition
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To može biti vaše takmičenje
04:32
that is sometimes trying to kill you.
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sa nečim što pokušava da vas ubije.
04:34
It's sometimes trying to put you out of business,
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To ponekad pokušava
da vas izbaci iz posla.
da vas izbaci iz posla.
04:36
but at the very minimum
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Ali u najblažem slučaju,
04:37
is working hard to frustrate your growth
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uporno radi da vam omete razvoj
04:40
and steal your business from you.
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i ukrade posao od vas.
04:42
We have no control over these forces.
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Nemamo kontrolu nad tim snagama.
04:44
These are a constant,
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One su konstantne
04:45
and they're not going away.
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i ne nestaju.
04:47
The only variable are the conditions
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Jedina promenljiva su uslovi
04:49
inside the organization,
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unutar organizacije
04:52
and that's where leadership matters,
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i tu liderstvo znači
04:54
because it's the leader that sets the tone.
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jer lider postavlja pravila.
04:57
When a leader makes the choice
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Kada lider pravi izbor da na prvo mesto
04:59
to put the safety and lives
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stavi sigurnost i živote
05:01
of the people inside the organization first,
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ljudi unutar ogranizacije,
05:03
to sacrifice their comforts and sacrifice
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da žrtvuje njihov komfor i žrtvuje
05:06
the tangible results, so that the people remain
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bitne rezultate, kako bi ljudi ostali
05:09
and feel safe and feel like they belong,
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i osećali se sigurno i da pripadaju,
05:11
remarkable things happen.
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značajne stvari se događaju.
05:14
I was flying on a trip,
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Leteo sam na put
05:17
and I was witness to an incident
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i bio svedok incidenta
05:19
where a passenger attempted to board
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gde je putnik ušao u avion
05:21
before their number was called,
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pre nego što je njegov broj objavljen.
05:24
and I watched the gate agent
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Gledao sam radnika obezbeđenja
koji se prema tom čoveku
koji se prema tom čoveku
05:27
treat this man like he had broken the law,
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odnosio kao da je prekršio zakon,
05:29
like a criminal.
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poput kriminalca.
05:31
He was yelled at for attempting to board
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Vikali su na njega jer je pokušao
05:33
one group too soon.
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da se ukrca u grupu pre njegove.
05:35
So I said something.
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Rekao sam nešto,
05:36
I said, "Why do you have treat us like cattle?
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rekao sam:
"Zašto nas tretirate kao stoku?
"Zašto nas tretirate kao stoku?
05:39
Why can't you treat us like human beings?"
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Zašto ne možete
da nas tretirate kao ljude?"
da nas tretirate kao ljude?"
05:42
And this is exactly what she said to me.
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Ona mi je odgovorila tačno ovako:
05:44
She said, "Sir, if I don't follow the rules,
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Rekla je: "Gospodine,
ako ne poštujem pravila,
ako ne poštujem pravila,
05:47
I could get in trouble or lose my job."
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mogu upasti u nevolju
i izgubiti svoj posao."
i izgubiti svoj posao."
05:50
All she was telling me
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Govorila mi je
05:52
is that she doesn't feel safe.
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da se ne oseća sigurno.
05:53
All she was telling me is that
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Rekla mi je da
05:56
she doesn't trust her leaders.
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ne veruje liderima.
05:59
The reason we like flying Southwest Airlines
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Razlog zbog kojeg volimo da letimo
Sautvest Erlajnsom
Sautvest Erlajnsom
06:02
is not because they necessarily hire better people.
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nije zato što oni obavezno
zapošljavaju bolje ljude.
zapošljavaju bolje ljude.
06:04
It's because they don't fear their leaders.
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Već zato što se ne plaše svojih lidera.
06:07
You see, if the conditions are wrong,
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Vidite, ukoliko su uslovi loši,
prisiljeni smo da uložimo
više svojeg vremena i energije
više svojeg vremena i energije
06:09
we are forced to expend our own time and energy
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06:11
to protect ourselves from each other,
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da se zaštitimo jedni od drugih,
06:14
and that inherently weakens the organization.
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a to slabi organizaciju iznutra.
Kada se osećamo
Kada se osećamo
06:17
When we feel safe inside the organization,
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sigurno unutar organizacije,
06:19
we will naturally combine our talents
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prirodno ćemo kombinovati svoje talente
06:21
and our strengths and work tirelessly
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i snage i neumorno raditi
06:23
to face the dangers outside
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da bi se suočili sa opasnostima
06:25
and seize the opportunities.
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i ugrabili prilike.
06:28
The closest analogy I can give
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Najbliža analogija tome
06:30
to what a great leader is, is like being a parent.
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kako dobar lider izgleda
je biti roditelj.
je biti roditelj.
Ako razmišljate
kako izgleda dobar roditelj,
kako izgleda dobar roditelj,
06:33
If you think about what being a great parent is,
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06:34
what do you want? What makes a great parent?
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šta želite? Šta čini dobrog roditelja?
06:36
We want to give our child opportunities,
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Želimo da pružimo deci prilike,
06:38
education, discipline them when necessary,
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obrazovanje, da ih disciplinujemo
kada je neophodno,
kada je neophodno,
06:40
all so that they can grow up and achieve more
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sve to kako bi odrasli i postigli više
06:42
than we could for ourselves.
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nego što smo mi mogli za sebe.
Veliki lideri žele upravo istu stvar.
06:45
Great leaders want exactly the same thing.
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06:47
They want to provide their people opportunity,
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Da pruže priliku svojim ljudima,
06:48
education, discipline when necessary,
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obrazovanje, neophodnu disciplinu,
izgrade svoje samopouzdanje,
pruže im priliku da probaju i ne uspeju,
pruže im priliku da probaju i ne uspeju,
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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06:53
all so that they could achieve more
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sve to da bi mogli da postignu više
06:55
than we could ever imagine for ourselves.
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nego što smo mi
mogli da zamislimo za sebe.
mogli da zamislimo za sebe.
06:59
Charlie Kim, who's the CEO of
a company called Next Jump
a company called Next Jump
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Čarli Kim, direktor firme "Next Jump"
07:02
in New York City, a tech company,
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iz Njujorka, to je tehnička firma,
07:05
he makes the point that
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kaže da
07:07
if you had hard times in your family,
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ako imate teške periode u porodici,
07:09
would you ever consider laying
off one of your children?
off one of your children?
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da li biste ikada lagali
svoju decu o tome?
svoju decu o tome?
07:12
We would never do it.
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Ne bismo nikada to uradili.
07:13
Then why do we consider laying off people
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Zašto bismo onda otpuštali ljude
07:15
inside our organization?
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unutar svoje organizacije?
07:17
Charlie implemented a policy
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Čarli je implementirao polisu
07:20
of lifetime employment.
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1936
životnog zapošljavanja.
07:22
If you get a job at Next Jump,
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Ako dobijete posao u Next Jump-u,
07:23
you cannot get fired for performance issues.
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ne možete dobiti otkaz
zbog problema u radu.
zbog problema u radu.
07:27
In fact, if you have issues,
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1983
Zapravo, ako imate probleme,
07:29
they will coach you and they will give you support,
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3047
oni će vas podučiti i daće vam podršku,
07:32
just like we would with one of our children
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kao što bismo dali svojoj deci
07:33
who happens to come home with a C from school.
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koja se vrate kući iz škole sa trojkom.
To je potpuno suprotno.
07:36
It's the complete opposite.
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953
07:37
This is the reason so many people
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To je razlog zašto mnogo ljudi
07:39
have such a visceral hatred, anger,
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ima tako unutrašnju mržnju, bes,
07:43
at some of these banking CEOs
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prema nekim direktorima banaka
07:45
with their disproportionate
salaries and bonus structures.
salaries and bonus structures.
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sa svojim strukturama
neravnomernih plata i povišica.
neravnomernih plata i povišica.
07:47
It's not the numbers.
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1970
To nisu brojevi.
07:49
It's that they have violated the
very definition of leadership.
very definition of leadership.
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Zloupotrebili su definiciju liderstva.
07:52
They have violated this deep-seated social contract.
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Zloupotrebili su duboko
usađeni društveni ugovor.
usađeni društveni ugovor.
07:55
We know that they allowed their people
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Znamo da su žrtvovali svoje ljude
07:57
to be sacrificed so they could
protect their own interests,
protect their own interests,
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kako bi mogli da zaštite
sopstvene interese
sopstvene interese
07:59
or worse, they sacrificed their people
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ili još gore, žrtvovali su svoje ljude
08:02
to protect their own interests.
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da zaštite sopstvene interese.
08:04
This is what so offends us, not the numbers.
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2811
To je ono što nas vređa, a ne brojevi.
Zašto bi se iko vređao ako bismo dali
08:07
Would anybody be offended if we gave
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1597
08:08
a $150 million bonus to Gandhi?
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2573
150 miliona dolara povišice Gandiju?
08:11
How about a $250 million bonus to Mother Teresa?
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3039
Ili recimo 250 miliona dolara povišice
majki Terezi?
majki Terezi?
08:14
Do we have an issue with that? None at all.
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Imamo li problem sa time? Nikako.
08:17
None at all.
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Nikako.
08:18
Great leaders would never sacrifice
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2211
Veliki lideri nikada ne bi žrtvovali
08:20
the people to save the numbers.
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1361
ljude da sačuvaju brojeve.
08:22
They would sooner sacrifice the numbers
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1679
Pre bi žrtvovali brojeve
08:23
to save the people.
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da sačuvaju ljude.
08:26
Bob Chapman, who runs
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2123
Bob Čepman, koji vodi
08:28
a large manufacturing company in the Midwest
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veliku firmu na srednjem zapadu
08:31
called Barry-Wehmiller,
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2076
po imenu "Beri Vemiler",
08:33
in 2008 was hit very hard by the recession,
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5357
2008. godine bio je snažno
pogođen recesijom
pogođen recesijom
08:38
and they lost 30 percent of their orders overnight.
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i izgubili su 30 posto svojih narudžbina
preko noći.
preko noći.
08:42
Now in a large manufacturing company,
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1386
U velikoj firmi,
08:43
this is a big deal,
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1541
to je velika stvar
08:45
and they could no longer afford their labor pool.
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2847
i ne mogu više da priušte
svoju radnu snagu.
svoju radnu snagu.
Treba da sačuvaju 10 miliona dolara,
08:48
They needed to save 10 million dollars,
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1703
08:50
so, like so many companies today,
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2023
kao i mnoge firme danas,
08:52
the board got together and discussed layoffs.
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519898
3394
odbor se sastao
i diskutovao o otpuštanjima.
i diskutovao o otpuštanjima.
08:55
And Bob refused.
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1624
Bob je to odbio.
08:57
You see, Bob doesn't believe in head counts.
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4252
Bob ne veruje u broj glava.
09:01
Bob believes in heart counts,
225
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3441
Bob veruje u broj srca
09:04
and it's much more difficult to simply reduce
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2508
i mnogo je teže samo smanjiti
09:07
the heart count.
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1730
broj srca.
09:09
And so they came up with a furlough program.
228
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3007
I oni su izašli sa programom odsustva.
Svaki zaposleni,
od sekretarice do direktora,
od sekretarice do direktora,
09:12
Every employee, from secretary to CEO,
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2091
09:14
was required to take four weeks of unpaid vacation.
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trebalo je da uzme
4 sedmice neplaćenog odmora.
4 sedmice neplaćenog odmora.
09:17
They could take it any time they wanted,
231
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1911
Mogli su ga uzeti kad god su želeli
09:19
and they did not have to take it consecutively.
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2981
i nisu morali da to rade jedan za drugim.
09:22
But it was how Bob announced the program
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1332
Ali način na koji je Bob objavio program
09:23
that mattered so much.
234
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1897
je bio veoma bitan.
09:25
He said, it's better that we should all suffer a little
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2648
Rekao je: "Bolje je da svi patimo malo
09:28
than any of us should have to suffer a lot,
236
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2785
nego da svako od nas pati mnogo.
09:31
and morale went up.
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I moral je skočio.
09:34
They saved 20 million dollars,
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2927
Sačuvali su 20 miliona dolara
09:37
and most importantly, as would be expected,
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2437
i što je najvažnije, a bilo je očekivano,
09:39
when the people feel safe and protected
by the leadership in the organization,
by the leadership in the organization,
240
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3229
kada se ljudi osećaju sigurno i zaštićeno
liderstvom u organizaciji,
liderstvom u organizaciji,
09:42
the natural reaction is to trust and cooperate.
241
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2507
prirodna reakcija je poverenje i saradnja.
09:45
And quite spontaneously, nobody expected,
242
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Prilično spontano,
kada niko nije očekivao,
kada niko nije očekivao,
ljudi su počeli da trguju jedni sa drugima.
09:48
people started trading with each other.
243
575940
1916
09:50
Those who could afford it more
244
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1496
Oni koji su mogli da priušte više
09:51
would trade with those who could afford it less.
245
579352
2077
trgovali bi sa onima koji mogu manje.
09:53
People would take five weeks
246
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1489
Ljudi bi uzeli pet sedmica
09:55
so that somebody else only had to take three.
247
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4162
kako bi neko drugi
morao da uzme samo tri.
morao da uzme samo tri.
09:59
Leadership is a choice. It is not a rank.
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2934
Liderstvo je izbor. Nije čin.
10:02
I know many people at the seniormost
249
590014
1708
Poznajem puno ljudi na visokim
10:03
levels of organizations
250
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1158
nivoima organizacija
10:05
who are absolutely not leaders.
251
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1604
koji uopšte nisu lideri.
10:06
They are authorities, and we do what they say
252
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2553
Oni su autoriteti i radimo šta kažu
10:09
because they have authority over us,
253
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3043
jer imaju autoritet nad nama,
10:12
but we would not follow them.
254
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ali ne bismo ih pratili.
10:14
And I know many people
255
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2034
Poznajem puno ljudi
10:16
who are at the bottoms of organizations
256
603974
1362
koji su na dnu organizacija
10:17
who have no authority
257
605336
1263
koji nemaju autoritet
10:18
and they are absolutely leaders,
258
606599
2063
ali su definitvno lideri,
10:20
and this is because they have chosen to look after
259
608662
1785
jer su izabrali da prate
10:22
the person to the left of them,
260
610447
1518
osobu levo od sebe
10:24
and they have chosen to look after
261
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1278
i izabrali su da prate
10:25
the person to the right of them.
262
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1794
osobu desno od sebe.
10:27
This is what a leader is.
263
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4733
To je lider.
10:31
I heard a story
264
619770
3030
Čuo sam priču
10:35
of some Marines
265
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1590
nekih marinaca
10:36
who were out in theater,
266
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3321
koji su bili u pozorištu,
10:39
and as is the Marine custom,
267
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2046
i kako je praksa marinaca,
10:41
the officer ate last,
268
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2325
oficir je jeo poslednji
10:44
and he let his men eat first,
269
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3176
i pustio je svoje ljude da jedu prvi.
10:47
and when they were done,
270
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1852
Kada su završili
10:49
there was no food left for him.
271
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4090
nije ostalo hrane za njega.
10:53
And when they went back out in the field,
272
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2733
Kada se vratio nazad na polje,
10:56
his men brought him some of their food
273
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2944
njegovi ljudi su mu doneli svoju hranu
10:59
so that he may eat,
274
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1857
kako bi jeo,
11:00
because that's what happens.
275
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jer to tako funkcioniše.
11:03
We call them leaders because they go first.
276
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2689
Zovemo ih liderima jer idu prvi.
11:05
We call them leaders because they take the risk
277
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1743
Zovemo ih tako jer preuzimaju rizik
11:07
before anybody else does.
278
655305
1655
pre bilo koga drugog.
11:09
We call them leaders because they will choose
279
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2030
Zovemo ih liderima jer će izabrati
11:11
to sacrifice so that their people
280
658990
2009
da se žrtvuju kako bi njihovi ljudi
11:13
may be safe and protected
281
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1119
bili sigurni i zaštićeni
11:14
and so their people may gain,
282
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2136
da bi njihovi ljudi dobili,
11:16
and when we do, the natural response
283
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3054
a kada radimo, prirodan odgovor
11:19
is that our people will sacrifice for us.
284
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3847
je da će se ljudi žrtvovati za nas.
11:23
They will give us their blood and sweat and tears
285
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2498
Daće nam svoju krv, suze i znoj
11:25
to see that their leader's vision comes to life,
286
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3439
da bi videli da njihova
liderska vizija oživljava.
liderska vizija oživljava.
11:29
and when we ask them, "Why would you do that?
287
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Kada ih pitamo: "Zašto bi to radio?"
11:32
Why would you give your blood and sweat and tears
288
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2387
Zašto bi dao svoju krv, suze i znoj
11:34
for that person?" they all say the same thing:
289
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4484
za tu osobu?", oni će reći istu stvar:
11:38
"Because they would have done it for me."
290
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2498
"Zato što bi oni to učinili za mene."
11:41
And isn't that the organization
291
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Zar to nije organizacija
11:43
we would all like to work in?
292
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2321
u kakvoj bismo svi voleli da radimo?
11:45
Thank you very much.
293
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Hvala vam mnogo.
11:48
Thank you. (Applause)
294
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Hvala vam. (Aplauz)
11:52
Thank you. (Applause)
295
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Hvala vam. (Aplauz)
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